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Global Pharmaceutical Survey 2013-2014 - Market Trends, Marketing Spend and Sales Strategies in the Global Pharmaceutical Industry

NEW YORK, Feb. 20, 2013 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Global Pharmaceutical Survey 2013-2014 - Market Trends, Marketing Spend and Sales Strategies in the Global Pharmaceutical Industry

http://www.reportlinker.com/p0795163/Global-Pharmaceutical-Survey-2013-2014---Market-Trends-Marketing-Spend-and-Sales-Strategies-in-the-Global-Pharmaceutical-Industry.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Pharmaceutical

Product Synopsis
"Global Pharmaceutical Survey 2013-2014: Market Trends, Marketing Spend and Sales Strategies in the Global Pharmaceutical Industry" is a new report by ICD Research that analyzes how pharmaceutical industry companies' media spend, marketing and sales strategies and practices, and business planning are set to change in 2013-2014. Additionally, this report also presents comparative analysis between four years of survey results (wherever applicable). This report provides the current size of the marketing and advertising budgets of global pharmaceutical industry suppliers and how spending by global pharmaceutical industry suppliers will change, providing an insight into global marketing behaviour. In addition, the report identifies future growth of global pharmaceutical industry buyers and suppliers and MandA activity. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type and sizes."

Introduction and Landscape
Why was the report written?
This report is the result of an extensive survey drawn from ICD Research's exclusive panel of leading global pharmaceutical industry executives. The report provides data and analysis on global pharmaceutical industry suppliers' media spend, marketing and sales strategies, and practices and business planning within the global pharmaceutical industry. This report includes key topics such as media channel spending outlooks, media budgets, marketing agency selection criteria, business challenges, and sales tactics of leading suppliers within the global pharmaceutical industry. The report also identifies global pharmaceutical industry buyers' and suppliers' future growth, MandA and investment expectations. Most secondary research reports are based on general industry drivers and do not understand the industry executives' attitude and changing behaviours, creating a gap in presenting the business outlook of the industry. In an effort to bridge this gap, ICD Research created this primary-research based report by gathering the opinions of multiple stake holders in the value-chain of the global pharmaceutical industry

What is the current market landscape and what is changing?
The average size of the annual marketing budget of global pharmaceutical industry supplier respondents stood at US$4.2 million in 2012, a figure that decreased to US$2.6 million in 2013.

What are the key drivers behind recent market changes?
In the process of choosing marketing agencies, the 'ability to target specific audience niches', 'strategic and tactical consulting', and the 'ability to generate leads or setup customer meetings' are considered the most important factors by global pharmaceutical industry suppliers.

What makes this report unique and essential to read?
This report is the result of an extensive survey drawn from ICD Research's exclusive panel of leading pharmaceutical industry companies. This report provides the reader with a definitive analysis of the industry outlook and explores how opportunities and demand are set to change in 2013-2014. Additionally, this report also presents comparative analysis between four years of survey results (wherever applicable). Furthermore, the report reveals the current size of pharmaceutical industry suppliers' marketing and advertising budgets and how expenditure by industry suppliers will change, providing insight into global marketing behavior. This report identifies the key marketing aims of organizations and the sales strategies companies will adopt in order to adapt to market conditions in 2013. Additionally, this chapter also aims to identify key amendments to marketing agencies that aid business generation, respondents' criteria for marketing agency selection, and attitudes towards marketing and sales.

Key Features and Benefits
Projects industry trends and revenue growth expectations in 2013.

Drive revenues by understanding future product investment areas and key growth regions.

Uncover key challenges and opportunities and identify key actions required to maintain and win buyer business.

Formulate effective sales and marketing strategies by identifying the overall size of the marketing budgets of global pharmaceutical industry supplier companies.

Identifies the key marketing aims of organizations and which sales strategies companies will be adopting to deal with market conditions in 2013-2014.

Key Market Issues
China, Brazil, and India are the important emerging markets to offer growth in 2013.

'Market uncertainty', 'responding to price pressure', 'rising competition', and 'regulatory changes' are the leading business concerns for the global pharmaceutical industry in 2013.

The average size of the annual marketing budget of global pharmaceutical industry supplier respondents stood at US$4.2 million in 2012, a figure that decreased to US$2.6 million in 2013.

'Social media and networking sites', 'email and newsletters', and 'conferences and events' are expected to have increased expenditure in 2013 as identified by 56%, 48%, and 44% of respondents respectively.

Overall, 'competitor and market intelligence research', 'customer intelligence and analytics', and 'business performance management solutions' were identified as the marketing and sales solutions most expected to be invested in during 2013.

Key Highlights
An analysis of revenue growth expectations by senior level respondents reveals that 62% are 'more optimistic' about their company's revenue growth in 2013.

A significant percentage of pharmaceutical manufacturing industry respondents highlighted that capital expenditure towards 'new product development', 'employee training', and 'IT infrastructure development' would increase in 2013.

The top three priorities for global pharmaceutical industry buyer respondents in 2013 are 'new products and services', 'improve operational efficiency', and 'expand in current markets'.

A total of 49% of respondents from pharmaceutical manufacturing companies, 68% of respondents from CRO and CMO companies, and 64% of respondents from pharmaceutical industry supplier companies anticipate an increase in their current workforce in 2013.

Survey results show that respondents from the global pharmaceutical industry identified the US as offering the highest growth potential among developed countries in 2013-2014.

Table of Contents

1 Introduction
1.1 What is This Report About?
1.2 Definitions
1.3 Methodology
1.4 Profile of Survey Respondents: Global Pharmaceutical Industry
1.4.1 Global pharmaceutical industry: profile of buyer respondents
1.4.2 Global pharmaceutical industry: profile of supplier respondents
2 Executive Summary
3 Global Pharmaceutical Industry Dynamics
3.1 Revenue Growth Projections in the Global Pharmaceutical Industry
3.1.1 Revenue growth projections by company type
3.1.2 Revenue growth projections by region
3.1.3 Revenue growth projections by company turnover
3.1.4 Global pharmaceutical industry: revenue growth expectations by senior level respondents
3.2 Future Developments in Business Structure in the Global Pharmaceutical Industry
3.2.1 Future developments in business structure by buyers
3.2.2 Future developments in business structure by suppliers
3.2.3 Future developments in business structure by region
3.2.4 Future developments in business structure by company turnover
3.2.5 Future developments in business structure by senior level respondents
3.3 Change in Leading Company Strategies in the Global Pharmaceutical Industry
3.3.1 Change in leading company strategies by buyers
3.3.2 Change in leading company strategies by suppliers
3.3.3 Change in leading company strategies by region
3.3.4 Change in leading company strategies by company turnover
3.4 Merger and Acquisition (MandA) Activity Projections in the Global Pharmaceutical Industry
3.4.1 MandA activity projections by buyers
3.4.2 MandA activity projections by suppliers
3.4.3 MandA activity projections by region
3.4.4 MandA activity projections by company turnover
3.4.5 MandA activity projections by purchasing decision authority
3.4.6 Global pharmaceutical industry - expand abroad Vs MandA activity projections
3.5 Estimation of Capital Expenditure in the Global Pharmaceutical Industry
3.5.1 Estimation of capital expenditure by buyers
3.5.2 Estimation of capital expenditure by suppliers
3.5.3 Estimation of capital expenditure by region
3.5.4 Estimation of capital expenditure by company turnover
3.6 Planned Change in Staff Recruitment Activity in the Global Pharmaceutical Industry
3.6.1 Planned change in staff recruitment activity by buyers
3.6.2 Planned change in staff recruitment activity by suppliers
3.6.3 Planned change in staff recruitment activity by region
3.6.4 Planned change in staff recruitment activity by company turnover
4 Global Pharmaceutical Industry Market Growth Outlook
4.1 Global Pharmaceutical Industry: Demand in Emerging Markets
4.1.1 Demand in emerging markets by buyers
4.1.2 Demand in emerging markets by suppliers
4.1.3 Demand in emerging markets by region
4.1.4 Demand in emerging markets by company turnover
4.2 Global Pharmaceutical Industry - Growth Projections in Developed Countries
4.2.1 Growth projections in developed countries by buyers
4.2.2 Growth projections in developed countries by suppliers
4.2.3 Growth projections in developed countries by region
4.2.4 Growth projections in developed countries by company turnover
5 Threats and Opportunities for the Global Pharmaceutical Industry
5.1 Global Pharmaceutical Industry: Leading Business Concerns for 2013-2014
5.1.1 Leading business concerns for 2013-2014 by company type
5.1.2 Leading business concerns for 2013-2014 by region
5.1.3 Leading business concerns for 2013-2014 by company turnover
5.2 Global Pharmaceutical Industry: Key Supplier Actions to Maintain and Win Buyer Business
5.2.1 Actions to maintain and secure buyer business by buyers
5.2.2 Actions to maintain and secure buyer business by region
5.2.3 Actions to maintain and secure buyer business by company turnover
5.2.4 Actions to maintain and secure buyer business by purchasing decision authority
6 Global Pharmaceutical Industry - Supplier Marketing Spend Activity
6.1 Annual Marketing Budgets - Global Pharmaceutical Industry Suppliers
6.1.1 Annual marketing budgets by region - global pharmaceutical industry suppliers
6.1.2 Annual marketing budgets by company turnover - global pharmaceutical industry suppliers
6.2 Planned Change in Marketing Expenditure Levels - Global Pharmaceutical Industry Suppliers
6.2.1 Planned change in marketing expenditure by region - global pharmaceutical industry suppliers
6.2.2 Planned change in marketing expenditure by turnover - global pharmaceutical industry suppliers
6.2.3 Planned change in marketing expenditure by decision making authority - global pharmaceutical industry suppliers
6.2.4 Planned change in marketing expenditure levels vs. revenue growth expectations (%), 2013
6.3 Future Investment by Media Channel - Global Pharmaceutical Industry Suppliers
6.3.1 Future investment by media channel by region - global pharmaceutical industry suppliers
6.3.2 Future investment by media channel by company turnover - global pharmaceutical industry suppliers
6.4 Global Pharmaceutical Industry Suppliers' Future Investment in Marketing and Sales
6.4.1 Planned investment in marketing and sales technologies by region - global pharmaceutical industry suppliers
6.4.2 Planned investment in marketing and sales by turnover: global pharmaceutical industry suppliers
7 Marketing and Sales Behaviors and Strategies in 2013-2014
7.1 Key Marketing Aims for 2013-2014 - Global Pharmaceutical Industry Suppliers
7.1.1 Key marketing aims by region - global pharmaceutical industry suppliers
7.1.2 Key marketing aims by company turnover - global pharmaceutical industry suppliers
7.2 Essential Amendments to Marketing Activities in 2013-2014
7.2.1 Amendments to marketing activities by company turnover - global pharmaceutical industry suppliers
7.3 Critical Success Factors for Choosing a Marketing Agency
7.3.1 Critical success factors for choosing a marketing agency by region
7.3.2 Critical success factors by company turnover - global pharmaceutical industry suppliers
8 Appendix
8.1 Global Pharmaceutical Industry Survey Results- Closed Questions
8.2 Methodology
8.3 Contact us
8.4 About ICD Research
8.5 Disclaimer

List of Tables

Table 1: Global Pharmaceutical Industry Survey Respondents by Company Type, 2013
Table 2: Global Pharmaceutical Industry Buyer Respondents by Job Role (%), 2013
Table 3: Global Pharmaceutical Industry Buyer Respondents by Region (%), 2013
Table 4: Global Pharmaceutical Industry Buyer Respondents by Company Turnover (%), 2013
Table 5: Global Pharmaceutical Industry Supplier Respondents by Job Role (%), 2013
Table 6: Global Pharmaceutical Industry Supplier Respondents by Region (%), 2013
Table 7: Global Pharmaceutical Industry Supplier Respondents by Company Turnover (%), 2013
Table 8: Revenue Growth Optimism in the Global Pharmaceutical Industry (%), 2010-2013
Table 9: Revenue Growth Optimism in the Global Pharmaceutical Industry by Buyers (%), 2010-2013
Table 10: Revenue Growth Optimism in the Global Pharmaceutical Industry by Suppliers (%), 2010-2013
Table 11: Revenue Growth Optimism in the Global Pharmaceutical Industry by Region (%),2013
Table 12: Revenue Growth Optimism in the Global Pharmaceutical Industry by Turnover (%), 2013
Table 13: Revenue Growth Optimism by Senior Level Respondents - Global Pharmaceutical Industry (%), 2013
Table 14: Key Expected Changes in Business Structure by Buyers - Global Pharmaceutical Industry (%), 2013
Table 15: Key Expected Changes in Business Structure by Suppliers - Global Pharmaceutical Industry (%), 2013
Table 16: Key Expected Changes in Business Structure by Turnover - Global Pharmaceutical Industry (%), 2013
Table 17: Key Expected Changes In Business Structure by Senior Level Respondents - Global Pharmaceutical Industry (%), 2013
Table 18: Change in Leading Company Strategies by Buyers - Global Pharmaceutical Industry (%), 2013
Table 19: Change in Leading Company Strategies by Suppliers - Global Pharmaceutical Industry (%), 2013
Table 20: Change in Leading Company Strategies by Region - Global Pharmaceutical Industry (%), 2013
Table 21: MandA Activity Projections - Global Pharmaceutical Manufacturers' Industry (%), 2010-2013
Table 22: MandA Activity Projections - Global CROs and CMOs (%), 2010-2013
Table 23: MandA Activity Projections - Global Pharmaceutical Industry Suppliers (%), 2010-2013
Table 24: Global Pharmaceutical Industry MandA Activity Projections by Region (%), 2013
Table 25: Global Pharmaceutical Industry MandA Activity Projections by Turnover (%), 2013
Table 26: Global Pharmaceutical Industry MandA Activity Projections by Purchasing Decision Authority (%), 2013
Table 27: Global Pharmaceutical Industry - Expand Abroad vs. MandA Activity Projections(%), 2013
Table 28: Change in Capital Expenditure by Global Pharmaceutical Industry Manufacturers(%), 2013
Table 29: Change in Capital Expenditure by Global CROs and CMOs (%), 2013
Table 30: Change in Capital Expenditure by Pharmaceutical Industry Suppliers (%), 2013
Table 31: Global Pharmaceutical Industry - Increase in Capital Expenditure by Region (%), 2013
Table 32: Global Pharmaceutical Industry Manufacturers - Planned Change in Staff Recruitment (%), 2013
Table 33: Global Pharmaceutical Industry Suppliers - Planned Change in Staff Recruitment Activity (%), 2013
Table 34: Global Pharmaceutical Industry - Planned Change in Staff Recruitment Activity by Region (%), 2013
Table 35: Global Pharmaceutical Industry - Planned Change in Staff Recruitment Activity by Turnover (%), 2013
Table 36: Global Pharmaceutical Industry Manufacturers - Demand in Emerging Markets (%), 2013
Table 37: Global Pharmaceutical Industry CROs and CMOs - Demand in Emerging Markets (%), 2013
Table 38: Global Pharmaceutical Industry Suppliers - Demand in Emerging Markets (%), 2013
Table 39: Global Pharmaceutical Manufacturers- Growth Projections in Developed Countries (%), 2013
Table 40: Global Pharmaceutical CROs and CMOs- Growth Projections in Developed Countries (%), 2013
Table 41: Global Pharmaceutical Industry Suppliers - Growth Projections in Developed Countries (%), 2013
Table 42: Global Pharmaceutical Industry - Increase in Growth Projections of Developed Countries by Turnover (%), 2013
Table 43: Global Pharmaceutical Industry - Leading Business Concerns (%), 2010-2013
Table 44: Global Pharmaceutical Industry - Leading Business Concerns by Company Type (%), 2013
Table 45: Global Pharmaceutical Industry - Leading Business Concerns by Region (%), 2013-2014
Table 46: Global Pharmaceutical Industry - Securing Buyer Business: Buyer vs. Supplier Responses (%), 2013
Table 47: Actions to Secure Buyer Business, Global Pharmaceutical Industry Buyer Responses (%), 2013
Table 48: Global Pharmaceutical Industry - Securing Buyer Business by Turnover (%), 2013
Table 49: Securing Buyer Business in the Global Pharmaceutical Industry - by Purchasing Decision Authority (%), 2013
Table 50: Annual Marketing Budgets - Global Pharmaceutical Industry Suppliers (%), 2010-2013
Table 51: Annual Marketing Budgets by Region - Global Pharmaceutical Industry Suppliers (%), 2013
Table 52: Annual Marketing Budgets by Turnover - Global Pharmaceutical Industry Suppliers (%), 2013
Table 53: Planned Change in Marketing Expenditure - Global Pharmaceutical Industry Suppliers (%), 2010-2013
Table 54: Planned Change in Marketing Expenditure Levels by Region (%), 2013
Table 55: Planned Change in Marketing Expenditure Levels by Company Turnover (%), 2013
Table 56: Planned Change in Marketing Expenditure Levels by Decision Making Authority (%), 2013
Table 57: Change in Marketing Expenditure Levels by Revenue Growth Expectations (%), 2013
Table 58: Future Investment by Media Channels - Global Pharmaceutical Industry Suppliers (%), 2013
Table 59: Planned Investment in Marketing and Sales Technologies - Global Pharmaceutical Industry Suppliers (%), 2013
Table 60: Key Marketing Aims - Global Pharmaceutical Industry Suppliers (%), 2013
Table 61: Amendments to Marketing Activities - Global Pharmaceutical Industry Suppliers (%), 2013
Table 62: Amendments to Marketing Activities by Company Turnover - Global Pharmaceutical Industry Suppliers (%), 2013
Table 63: Critical Success Factors - Global Pharmaceutical Industry Suppliers (%), 2010-2013
Table 64: Survey Results - Closed Questions

List of Figures

Figure 1: Revenue Growth Optimism in the Global Pharmaceutical Industry (%), 2010-2013
Figure 2: Revenue Growth Optimism in the Global Pharmaceutical Industry by Company Type (%), 2010-2013
Figure 3: Revenue Growth Optimism in the Global Pharmaceutical Industry by Region (%), 2013
Figure 4: Revenue Growth Optimism in the Global Pharmaceutical Industry by Turnover (%), 2013
Figure 5: Revenue Growth Optimism by Senior Level Respondents - Global Pharmaceutical Industry (%), 2013
Figure 6: Key Expected Changes in Business Structure by Buyers - Global Pharmaceutical Industry (%), 2013
Figure 7: Key Expected Changes in Business Structure by Suppliers - Global Pharmaceutical Industry (%), 2013
Figure 8: Key Expected Changes in Business Structure by Region - Global Pharmaceutical Industry (%), 2013
Figure 9: Change in Leading Company Strategies by Buyers - Global Pharmaceutical Industry (%), 2013
Figure 10: Change in Leading Company Strategies by Suppliers - Global Pharmaceutical Industry (%), 2013
Figure 11: Change in Leading Company Strategies by Region - Global Pharmaceutical Industry (%), 2013
Figure 12: Change in Leading Company Strategies by Turnover - Global Pharmaceutical Industry (%), 2013
Figure 13: MandA Activity Projections - Global Pharmaceutical Industry (%), 2013
Figure 14: MandA Activity Projections - Global Pharmaceutical Manufacturers' Industry (%), 2010-2013
Figure 15: MandA Activity Projections - Global CROs and CMOs (%), 2010-2013
Figure 16: MandA Activity Projections - Global Pharmaceutical Industry Suppliers (%), 2010-2013
Figure 17: Global Pharmaceutical Industry MandA Activity Projections by Region (%), 2013
Figure 18: Global Pharmaceutical Industry MandA Activity Projections by Turnover (%), 2013
Figure 19: Global Pharmaceutical Industry MandA Activity Projections by Purchasing Decision Authority (%), 2013
Figure 20: Global Pharmaceutical Industry - Expand Abroad Vs MandA Activity Projections (%), 2013
Figure 21: Change in Capital Expenditure by Global Pharmaceutical Industry Manufacturers(%), 2013
Figure 22: Change in Capital Expenditure by Global CROs and CMOs (%), 2013
Figure 23: Change in Capital Expenditure by Pharmaceutical Industry Suppliers (%), 2013
Figure 24: Global Pharmaceutical Industry - Increase in Capital Expenditure by Turnover (%), 2013
Figure 25: Global Pharmaceutical Industry Manufacturers - Planned Change in Staff Recruitment (%), 2013
Figure 26: Global Pharmaceutical Industry Suppliers - Planned Change in Staff Recruitment Activity (%), 2013
Figure 27: Global Pharmaceutical Industry - Planned Change in Staff Recruitment Activity by Region (%), 2013
Figure 28: Global Pharmaceutical Industry - Planned Change in Staff Recruitment Activity by Turnover (%), 2013
Figure 29: Global Pharmaceutical Industry: Top Ten Growth Regions (%), 2013
Figure 30: Global Pharmaceutical Industry: Top Five Emerging Markets, 2013
Figure 31: Global Pharmaceutical Industry Manufacturers - Demand in Emerging Markets (%), 2013
Figure 32: Global Pharmaceutical Industry CROs and CMOs - Demand in Emerging Markets (%), 2013
Figure 33: Global Pharmaceutical Industry Suppliers - Demand in Emerging Markets (%), 2013
Figure 34: Global Pharmaceutical Industry - Demand in Emerging Markets by Region (%), 2013
Figure 35: Global Pharmaceutical Industry - Demand in Emerging Markets by Turnover (%), 2013
Figure 36: Global Pharmaceutical Industry - Top Five Developed Regions by Growth (%), 2013
Figure 37: Global Pharmaceutical Manufacturers- Growth Projections in Developed Countries (%), 2013
Figure 38: Global Pharmaceutical CROs and CMOs- Growth Projections in Developed Countries (%), 2013
Figure 39: Global Pharmaceutical Industry Suppliers - Growth Projections in Developed Countries (%), 2013
Figure 40: Global Pharmaceutical Industry - Increase in Growth Projections of Developed Countries by Region (%), 2013
Figure 41: Global Pharmaceutical Industry - Top Five Leading Business Concerns, 2013
Figure 42: Global Pharmaceutical Industry - Leading Business Concerns (%), 2013
Figure 43: Global Pharmaceutical Industry - Leading Business Concerns by Company Type (%), 2013
Figure 44: Global Pharmaceutical Industry - Leading Business Concerns by Turnover (%), 2013-2014
Figure 45: Global Pharmaceutical Industry - Securing Buyer Business: Buyer vs. Supplier Responses (%), 2013
Figure 46: Actions to Secure Buyer Business, Global Pharmaceutical Industry Buyer Responses (%), 2013
Figure 47: Global Pharmaceutical Industry - Securing Buyer Business by Region (%), 2013
Figure 48: Annual Marketing Budgets - Global Pharmaceutical Industry Suppliers (%), 2010-2013
Figure 49: Annual Marketing Budgets by Region - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 50: Annual Marketing Budgets by Turnover - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 51: Planned Change in Marketing Expenditure - Global Pharmaceutical Industry Suppliers (%), 2010-2013
Figure 52: Planned Change in Marketing Expenditure Levels by Region (%), 2013
Figure 53: Planned Change in Marketing Expenditure Levels by Decision Making Authority (%), 2013
Figure 54: Future Investment by Media Channels - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 55: Global Pharmaceutical Industry Suppliers - Investment in Media Channels by Region (%), 2013
Figure 56: Global Pharmaceutical Industry Suppliers - Investment in Media Channels by Turnover (%), 2013
Figure 57: Planned Investment in Marketing and Sales Technologies - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 58: Planned Investment in Marketing and Sales Technologies by Region - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 59: Planned Investment in Marketing and Sales Technologies by Company Turnover - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 60: Key Marketing Aims - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 61: Key Marketing Aims by Region - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 62: Key Marketing Aims by Turnover - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 63: Amendments to Marketing Activities - Global Pharmaceutical Industry Suppliers (%) , 2013
Figure 64: Amendments to Marketing by Turnover - Global Pharmaceutical Industry Suppliers (%) , 2013
Figure 65: Critical Success Factors - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 66: Critical Success Factors by Region - Global Pharmaceutical Industry Suppliers (%), 2013
Figure 67: Critical Success Factors by Turnover - Global Pharmaceutical Industry Suppliers (%), 2013

Companies Mentioned

Eli Lilly , Avid Radiopharmaceuticals , Roche , Johnson and Johnson , Mozambica , Mozambican Medicines Company , Mylan Pharmaceuticals Private Limited , AstraZeneca , MedImmune , WuXi AppTec , Pfizer , Bristol-Myers , Sanofi , Astellas Pharma , Sanwa Kagaku Kenkyusho , STS Health , Avita Medical , Guppy Plastics , Mylan Laboratories , TiGenix , DiaMedica , Suzhou Pharma , Arrowhead Research , Shire , biOasis Technologies , UCB , Immunovative Therapies , Lonza , UBICHEM Group , UBICHEM Pharma , BASF , Equateq , SAFC , Sigma-Aldrich , Semantelli , Novartis , UMN Pharma , Catalent Pharma Solutions , Sihuan Pharmaceutical Holdings , Dendreon Corporation , DBV Technologies , GENEWIZ , Bayer HealthCare Pharmaceuticals , Vitapath , Nextrials , LGC , Quotient Bioresearch , Bio-Rad Laboratories , AbD Serotec , MorphoSys AG , NextWave Pharmaceuticals , OPKO Health , DiscoveRx , BioSeek , Poxel , Nuron Biotech , Takeda, Takeda America Holdings, LigoCyte Pharmaceuticals, Block Engineering, Lexmark International, Acuo Technologies, Zhejiang Hisun Pharmaceuticals, Abbot, Essex Woodlands, Novavax, CPL Biologicals, Dr. Reddy's Laboratories, Debiopharm Group, Omkar Speciality Chemicals, Thermo Fisher Scientific, Bosch Packaging Technology, Amgen, TG Therapeutics, Ildong Pharmaceutical, Teva Pharmaceutical Industries, Handok Pharmaceuticals, Aptuit, Biophytis, Boehringer Ingelheim, Super Supplements, Mercent, Amazon, eBay, ANTS, TetraPak, Darbox and Visiopharm

To order this report:
Pharmaceutical Industry:
Global Pharmaceutical Survey 2013-2014 - Market Trends, Marketing Spend and Sales Strategies in the Global Pharmaceutical Industry

Contact Clare: [email protected]
US:(339) 368 6001
Intl:+1 339 368 6001

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The Internet of Things (IoT) promises to create new business models as significant as those that were inspired by the Internet and the smartphone 20 and 10 years ago. What business, social and practical implications will this phenomenon bring? That's the subject of "Monetizing the Internet of Things: Perspectives from the Front Lines," an e-book released today and available free of charge from Aria Systems, the leading innovator in recurring revenue management.
The Internet of Things will put IT to its ultimate test by creating infinite new opportunities to digitize products and services, generate and analyze new data to improve customer satisfaction, and discover new ways to gain a competitive advantage across nearly every industry. In order to help corporate business units to capitalize on the rapidly evolving IoT opportunities, IT must stand up to a new set of challenges.
There’s Big Data, then there’s really Big Data from the Internet of Things. IoT is evolving to include many data possibilities like new types of event, log and network data. The volumes are enormous, generating tens of billions of logs per day, which raise data challenges. Early IoT deployments are relying heavily on both the cloud and managed service providers to navigate these challenges. In her session at 6th Big Data Expo®, Hannah Smalltree, Director at Treasure Data, to discuss how IoT, Big Data and deployments are processing massive data volumes from wearables, utilities and other machines.
P2P RTC will impact the landscape of communications, shifting from traditional telephony style communications models to OTT (Over-The-Top) cloud assisted & PaaS (Platform as a Service) communication services. The P2P shift will impact many areas of our lives, from mobile communication, human interactive web services, RTC and telephony infrastructure, user federation, security and privacy implications, business costs, and scalability. In his session at Internet of @ThingsExpo, Erik Lagerway, Co-founder of Hookflash, will walk through the shifting landscape of traditional telephone and voice services to the modern P2P RTC era of OTT cloud assisted services.
While great strides have been made relative to the video aspects of remote collaboration, audio technology has basically stagnated. Typically all audio is mixed to a single monaural stream and emanates from a single point, such as a speakerphone or a speaker associated with a video monitor. This leads to confusion and lack of understanding among participants especially regarding who is actually speaking. Spatial teleconferencing introduces the concept of acoustic spatial separation between conference participants in three dimensional space. This has been shown to significantly improve comprehension and conference efficiency.
The Internet of Things is tied together with a thin strand that is known as time. Coincidentally, at the core of nearly all data analytics is a timestamp. When working with time series data there are a few core principles that everyone should consider, especially across datasets where time is the common boundary. In his session at Internet of @ThingsExpo, Jim Scott, Director of Enterprise Strategy & Architecture at MapR Technologies, will discuss single-value, geo-spatial, and log time series data. By focusing on enterprise applications and the data center, he will use OpenTSDB as an example to explain some of these concepts including when to use different storage models.
SYS-CON Events announced today that Gridstore™, the leader in software-defined storage (SDS) purpose-built for Windows Servers and Hyper-V, will exhibit at SYS-CON's 15th International Cloud Expo®, which will take place on November 4–6, 2014, at the Santa Clara Convention Center in Santa Clara, CA. Gridstore™ is the leader in software-defined storage purpose built for virtualization that is designed to accelerate applications in virtualized environments. Using its patented Server-Side Virtual Controller™ Technology (SVCT) to eliminate the I/O blender effect and accelerate applications Gridstore delivers vmOptimized™ Storage that self-optimizes to each application or VM across both virtual and physical environments. Leveraging a grid architecture, Gridstore delivers the first end-to-end storage QoS to ensure the most important App or VM performance is never compromised. The storage grid, that uses Gridstore’s performance optimized nodes or capacity optimized nodes, starts with as few a...
The Transparent Cloud-computing Consortium (abbreviation: T-Cloud Consortium) will conduct research activities into changes in the computing model as a result of collaboration between "device" and "cloud" and the creation of new value and markets through organic data processing High speed and high quality networks, and dramatic improvements in computer processing capabilities, have greatly changed the nature of applications and made the storing and processing of data on the network commonplace. These technological reforms have not only changed computers and smartphones, but are also changing the data processing model for all information devices. In particular, in the area known as M2M (Machine-To-Machine), there are great expectations that information with a new type of value can be produced using a variety of devices and sensors saving/sharing data via the network and through large-scale cloud-type data processing. This consortium believes that attaching a huge number of devic...