Tag Archives: CMO.

How Dangers of Marketing Metrics Dependency

When it comes to marketing, the same can be said for your attitude toward analytics. As a CMO, cultivating a data-driven marketing team can drive more insightful marketing decision-making and thus, better results. But an over-emphasis on metrics can actually lead to the opposite.

But wait … is this even a problem for CMOs and their marketing teams? If you look at all the data out there, it seems like the biggest problem that exists with the current state of marketing analytics stems from a lack of marketing analytics implementation, not an over-dependency. Click here to read more…

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Protecting and Nurturing Your Brand – CMO: Case Study

Learn how to protect your brand in difficult economic times. Get answers to these questions: How can your company ensure delivery on its brand promises to customers? How can you meet sustainability concerns and protect brand value? And how can you develop the type of workforce associated with a world-class brand? Click here to read more…

CMO Case Study

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Case Study on Contract Manufacturing in Life Sciences

Case Study about Contract Manufacturing in Life Sciences

This white paper is written to explain some best practices in the area of contract manufacturing in Life Sciences, from the point of view of the contract-giving company. For our purposes, we define contract manufacturing as the carrying out of any part of the conversion process of a product by an organization other than that which owns the rights to sell the product under its own brand name. We use it to refer to any situation where some aspect of the product is changed – so a secondary packaging operation can be included, but a simple logistics operation would not fall into this category.Throughout this document, we will follow industry convention by using the abbreviation ‘CMO’ for Contract Manufacturing Organization, meaning any company which undertakes some product conversion activity on behalf of another.

However, this simple picture of growth hides a wide variety of situations – from the ‘virtual’ company that develops drugs but owns no production infrastructure, to a ‘big pharma’ with a global network of manufacturing sites, using contract manufacturers to supplement the internal facilities with additional capacity, specialized technologies, or local manufacturing for particular markets. Shifts are occurring at both ends of the spectrum: many big pharma companies are keen to move further towards a variable cost model, whilst in some cases companies previously operating ‘virtually’, at least in a new area such as BioTech, are now starting to build their own facilities or consider doing so. Keep reading…