Thanks to TECH , you will learn key business management and leadership skills"

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class center for intensive managerial skills education.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"

At TECH Global University

Innovation

The university offers an online learning model that balances the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system. 

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives prepared each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent.

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea.

TECH students represent more than 200 different nationalities.  

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (postgraduate learning methodology with the best international valuation) with the Case Study. Tradition and vanguard in a difficult balance, and in the context of the most demanding educational itinerary. 

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case analyses in academia” 

The Professional master’s degree in MBA in Pharma Biotech Business Management will focus on the interdisciplinary aspects of the pharmaceutical and biotechnology industry, standing out for its breadth and topicality. Students will gain knowledge in key areas ranging from drug discovery and development to drug production and manufacturing. Furthermore, we will delve into quality management, regulation and compliance, as well as the applications of biotechnology in the pharmaceutical field.

With the Relearning method you will learn complex concepts with less effort and more performance" 

Syllabus

One of the main novelties of this master's degree is its exploration of emerging topics of great relevance, such as personalized medicine, gene therapy and the application of artificial intelligence in pharmaceutical research. This comprehensive and up-to-date approach will ensure that students are prepared to meet the challenges and take advantage of the opportunities in this constantly evolving field.

Over the course of 12 months, this program creates a unique and effective teaching experience that lays the foundation for a promising and successful future in MBA in Pharma Biotech Business Management. In this way, topics such as the history, levels and definitions of strategic management, as well as the fundamentals and applications of marketing in this sector will be addressed. In addition, the main areas of focus in financial and operational control in the pharmaceutical and biotechnology industry will be explored.

Furthermore, it will focus on patient-centered medicine and detail the steps that must be followed to achieve successful access to a new drug. In turn, it will address the role of physicians in the pharmaceutical industry, highlighting their informative work on advances in treatments and the need for scientific and communication skills.

With this in mind, TECH has developed this program in a 100% online format, which will have a large library of multimedia resources such as interactive summaries and specialized readings. Additionally, it gives total freedom to access from any device with Internet connection. A syllabus that will be tailored to professional goals and will propel the student to excellence in the pharmaceutical and biotechnology field. The program will offer innovative content based on the latest trends, and added to the Relearning method, which will allow the professional to understand complex concepts in less time and more efficiently.

This Professional master’s degree takes place over 12 months and is divided into 10 modules:

Module 1. Strategic Management in the Pharmaceutical and Biotechnology Industry
Module 2. Marketing in Pharma Biotech
Module 3. Control, Operations and Finance
Module 4. Digital Health Management: Technological Innovation in the Health Sector
Module 5. Market access (1) Organization and Processes
Module 6. Market access (2) Tools and Strategy
Module 7. Integral Coaching in Pharma Biotech
Module 8. The Medical Department
Module 9. Team Leadership in Pharma
Module 10. The Business Plan in the Territory

Where, When and How is it Taught?

TECH offers the possibility of developing this Professional master’s degree in MBA in Pharma Biotech Business Management completely online. Throughout the 12 months of the educational program, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time. 

Module 1. Strategic Management in the Pharmaceutical and Biotechnology Industry

1.1. Market Entry Strategies

1.1.1. Market Research
1.1.2. Strategic Partners
1.1.3. Most Used Strategies
1.1.4. Monitoring and Adaptation

1.2. Strategic Managementin the Pharmaceutical Company

1.2.1. Strategic Management Levels
1.2.2. Innovation
1.2.3. Portfolio
1.2.4. Acquisition

1.3. Value Creation in the Company

1.3.1. 6 Types of Value Generation in the Company
1.3.2. Performance in the Company
1.3.3. Sector Examples
1.3.4. Conclusions

1.4. The Environment of the Pharmaceutical and Biotechnology Company

1.4.1. VUCA Environment
1.4.2. PESTEL Analysis
1.4.3. Porter’s 5 Forces Analysis
1.4.4. DAFO Analysis

1.5. Internal Analysis

1.5.1. Value Chain Analysis
1.5.2. Resources and Competencies Analysis
1.5.3. VRIO Analysis
1.5.4. Conclusions

1.6. Strategic Business Unit Strategies

1.6.1. The Strategic Business Unit
1.6.2. The Competitive Advantage
1.6.3. Types of Strategies According to their Competitive Advantage
1.6.4. Conclusions

1.7. Corporate Strategy and Diversification

1.7.1. Corporate Strategy
1.7.2. Business Portfolio Strategy
1.7.3. Growth Strategy
1.7.4. Most Used Strategies

1.8. Internationalization Strategy

1.8.1. International Strategy of a Company
1.8.2. The Globalization of the Economy
1.8.3. Internationalization Risks
1.8.4. Internalization Benefits

1.9. Strategic Alliances, Takeovers and Mergers

1.9.1. External Growth Strategyvs. Internal Growth
1.9.2. Pharmaceutical Industry Alliances
1.9.3. Sector Mergers
1.9.4. Sector Acquisitions

1.10. Ethics and Corporate Social Responsibility

1.10.1. Business Ethics
1.10.2. Environmental Sustainability
1.10.3. Social Responsibility
1.10.4. Sustainable Ecology 

Module 2. Marketing in Pharma Biotech 

2.1. Omnichannel, Impacts and Engagement

2.2.1. Impact Marketing
2.2.2. General Channels and Social Networks
2.2.3. Community Management:
2.2.4. E-detailing and CRM in The Digital Environment
2.2.5. Programmed Advertising
2.2.6. Analytics and Business Indicators

2.2. Segmentation,Positioning and Targeting

2.2.1. Segmentation
2.2.2. The Positioning Map
2.2.3. Targeting
2.2.4. Conclusions

2.3. Management

2.3.1. The Marketing System
2.3.2. Obtaining Information
2.3.3. Research Process
2.3.4. Conclusions

2.4. Brand Managementand Neuromarketing

2.4.1. Branding
2.4.2. Branding Types
2.4.3. Neuromarketing and Its Applicationin The Pharmaceutical Industry
2.4.4. Conclusions

2.5. Digital Marketing Plan

2.5.1. Integrating Digital Marketinginto the Global Marketing Strategy
2.5.2. Community Manager
2.5.3. Digital Marketing Plan
2.5.4. Target Audience

2.6. E-Commerce

2.6.1. The Conversion Cycle
2.6.2. E-Commerce Promotion
2.6.3. Metrics
2.6.4. e-Commerce Platforms

2.7. Digital Strategies

2.7.1. Social Media Communication Strategies Content Co-Creation
2.7.2. Content Marketing and Influencers
2.7.3. Digital Marketing to Support Leadershipof The Therapeutic Area
2.7.4. Patients' Association

2.8. Digital Program Design

2.8.1. Definition of Objectives
2.8.2. Brand Strategy Support Programs: disease Awareness, Switching and Engagement
2.8.3. Digital Marketing and The Sales Network
2.8.4. Target

2.9. Data Analytics and Artificial Intelligence

2.9.1. Big Data Applications in the Pharmaceutical Industry
2.9.2. Artificial Intelligence Tools as Diagnostic Support
2.9.3. Artificial Intelligence Tools to Support Patient Management
2.9.4. Latest News

2.10. Other Technology

2.10.1. Electronic Records and Data Collectionof Information
2.10.2. Web 3 and New Trends in The Token Economy Impact on Pharmaceutical Industry
2.10.3. Virtual, Augmented and Mixed Reality
2.10.4. Metaverse 

Module 3. Control, Operations and Finance

3.1. Cost Management

3.1.1. Production Cost Controls
3.1.2. Optimizing Production Costs
3.1.3. Marketing
3.1.4. Distribution

3.2. Profitability Analysis by Product

3.2.1. Quantitative Analysis
3.2.2. Qualitative Analysis
3.2.3. Profitability Assessment
3.2.4. Conclusions

3.3. Supply Chain Management

3.3.1. Supply Chain Assessment 
3.3.2. Control of the Supply Chain
3.3.3. Production
3.3.4. Logistics

3.4. Inventory Management

3.4.1. Inventory Control
3.4.2. Inventory Optimization
3.4.3. Inventory Analysis
3.4.4. Conclusions

3.5. Quality Control

3.5.1. Quality Systems
3.5.2. Security/Safety
3.5.3. Efficacy
3.5.4. Efficiency

3.6. Risk Management

3.6.1. Identification
3.6.2. Risk Assessment
3.6.3. Risk Management
3.6.4. Operational and Regulatory Issues Associated with The Pharmaceutical and Biotechnology Industry

3.7. Investment Analysis

3.7.1. Financial Viability Assessment
3.7.2. Investment Project Strategy 
3.7.3. New Product Development
3.7.4. Expansion into New Markets

3.8. Control of Research and Development Expenses

3.8.1. Expense Tracking
3.8.2. Expense Control
3.8.3. Expense Analysis 
3.8.4. Conclusions

3.9. Intellectual Property Management

3.9.1. Market Trends Assessment
3.9.2. The Competition
3.9.3. Product Demand
3.9.4. Pricing Strategies

3.10. Project Management

3.10.1. Education
3.10.2. Monitoring
3.10.3. Strategic Project Control
3.10.4. Operational Project Control

Module 4. “Digital Health Management: Technological Innovation in The Health Sector”

4.1. Hospital Information Systems

4.1.1. Implementation
4.1.2. Hospital Information Systems Management
4.1.3. Electronic Medical Records
4.1.4. Information Systems Interoperability

4.2. Telemedicine and Digital Health

4.2.1. Remote Medical Consultations
4.2.2. Telemonitoring Platforms
4.2.3. Patient Follow-Up
4.2.4. Mobile Health and Wellness Applications

4.3. Big Data and Data Analysisin Healthcare

4.3.1. Management and Analysis of Large Volumes of Healthcare Data
4.3.2. Use of Predictive Analytics for Decision Making
4.3.3. Privacy 
4.3.4. Health Data Security

4.4. Artificial Intelligence and Machine Learning in Healthcare

4.4.1. Artificial Intelligence Applicationsin Medical Diagnostics
4.4.2. Machine Learning Algorithms for Pattern Detection
4.4.3. Chatbots
4.4.4. Virtual Assistants in Medical Care

4.5. Internet of Things (IoT) in Healthcare

4.5.1. Connected Medical Devices and Remote Monitoring
4.5.2. Intelligent Hospital Infrastructures
4.5.3. IoT Applications in Inventory Management
4.5.4. Supplies

4.6. Cybersecurity in Healthcare

4.6.1. Health Data Protectionand Regulatory Compliance
4.6.2. Prevention of Cyber Attacks
4.6.3. Ransomware
4.6.4. Security Audits and Incident Management

4.7. Virtual Reality (RV) and Augmented Reality(AR) in Medicine

4.7.1. Medical Training Using VR Simulators
4.7.2. AR Applications in Assisted Surgery
4.7.3. Surgical Guides
4.7.4. VR Therapy and Rehabilitation

4.8. Medical Robotics

4.8.1. Use of Surgical Robots in Medical Procedures
4.8.2. Task Automation in Hospitals and Laboratories
4.8.3. Prosthesis
4.8.4. Robotic Assistance in Rehabilitation

4.9. Medical Image Analysis

4.9.1. Medical Image Processingand Computational Analysis
4.9.2. Computer-Aided Image Diagnosis
4.9.3. Real-Time Medical Imaging
4.9.4. 3D

4.10. Blockchain in Healthcare

4.10.1. Security and Traceability of Health Data with Blockchain
4.10.2. Exchange of Medical Information between Institutions
4.10.3. Management of Informed Consents
4.10.4. Privacy

Module 5. Market access (1) Organization and Processes

5.1. Market Access in the Pharmaceutical Industry

5.1.1. What Do We Mean by Market Access?
5.1.2. Why Is a Market Access Department Necessary?
5.1.3. Market Access Department Functions
5.1.4. Conclusions

5.2. Authorization and Registrationof New Medicines

5.2.1. Health Authorities
5.2.2. European Medicines Agency (EMA)
5.2.3. New Drug Marketing Authorization Process: Centralized, Decentralized and Mutual Recognition Processes

5.3. New Drug Assessment at the National Level

5.3.1. Health Technology Assessment Agencies
5.3.2. Relations
5.3.3. Europe
5.3.4. Therapeutic Positioning Reports (TPR)
5.3.5. Decision Makers and Influencers

5.4. Other New Drug Assessments

5.4.1. GENESIS Group Assessments
5.4.2. Regional Assessments
5.4.3. Assessments in Hospital Pharmacies: Pharmacy and Therapeutics Committees
5.4.4. Other Assessments

5.5. From Drug Approval to Availability to The Patient

5.5.1. New Drug Pricing and Reimbursement Application Process
5.5.2. Marketing and Financing Conditions
5.5.3. Procedure for Access to Medicinesat Hospital Level
5.5.4. Procedure for Access to Medication Dispensed in Street Pharmacies
5.5.5. Access to Generic and Biosimilar Drugs

5.6. Drug Financing

5.6.1. Traditional Versus New Financing Schemes
5.6.2. Innovative Agreements
5.6.3. Risk-Sharing Agreements (RSAs)
5.6.4. Types of ARC
5.6.5. Criteria for Selecting The ARC

5.7. Drug Purchasing Process

5.7.1. Public Procurement
5.7.2. Centralized Purchasing  of Medicines and Health Products
5.7.3. Framework Agreements
5.7.4. Conclusions

5.8. Market Access Department (1) Professional Profiles

5.8.1. Evolution of The Market Access Professional Profile
5.8.2. Market Access Professional Profiles
5.8.3. Market Access Manager
5.8.4. Pharmacoeconomics
5.8.5. Pricing
5.8.6. Key Account Manager

5.9. Market Access Department (2) Interaction with Other Departments of The Pharmaceutical Industry

5.9.1. Marketing and Sales
5.9.2. Medical Department
5.9.3. Institutional Relations 
5.9.4. Regulatory
5.9.5. Communication

Module 6. Market access (2) Tools and Strategy

6.1. Market Access Planning for a Drug

6.1.1. Analysis of The Current Scenario: Management of The Disease, Competitors
6.1.2. Segmentation of Regions and Accounts
6.1.3. Scientific Societies
6.1.4. Patient Associations
6.1.5. Designing the Corporate Strategy
6.1.6. Strategy Implementation Chronology

6.2. Market Access Management of a Drug

6.2.1. Regional Access Management
6.2.2. Access to The Hospital Drug Market Hospital Pharmacy Management and Strategy
6.2.3. Access to the Market for Street Pharmacy Drugs
6.2.4. Management and strategy for Primary Care Pharmacists

6.3. Clinical Value of a Drug

6.3.1. Value Based on Clinical Development
6.3.2. Real Life Studies
6.3.3. (RWD/RWE)
6.3.4. Conclusions

6.4. Value Perceived by The Patient

6.4.1. Patient Reported Outcomes (PRO)
6.4.2. Health-Related Quality of Life (HRQOL)
6.4.3. Satisfaction with Treatment
6.4.4. Incorporation of Patient Preferences

6.5. Economic Analysis Types

6.5.1. Types of Economic Analysis
6.5.2. Parameters to Be Defined
6.5.3. Partial Economic Assessments
6.5.4. Costs and Burden of  Disease
6.5.5. Cost Consequence

6.6. Economic Analysis Studies 

6.6.1. Budget Impact Studies
6.6.2. Market Growth
6.6.3. Associated Risks
6.6.4. Intellectual Property

6.7. Economic Analysis Assessments

6.7.1. Complete Economic Assessments
6.7.2. Cost-Effectiveness Analysis
6.7.3. Cost-Utility Analysis
6.7.4. Cost-Benefit Analysis
6.7.5. Decision Rules

6.8. Drug Value Dossier

6.8.1. Value Dossier Contents
6.8.2. Clinical Value of The Drug
6.8.3. Economic Value of The Drug
6.8.4. Demonstrating The Value of The Drug to The Healthcare System
6.8.5. Adaptation of The Dossier to Different Autonomous Communities

6.9. Documents Required for Price and Reimbursement Request

6.9.1. Required Documents
6.9.2. Optional Documents
6.9.3. Price Documents
6.9.4. Reimbursement Documents

6.10. New Trends

6.10.1. Value-Based Purchasing
6.10.2. Multicriteria Analysis (MCA)
6.10.3. Innovative Public Procurement
6.10.4. Latest Trends 

Module 7. Integral Coaching in Pharma Biotech

7.1. Basics of Coachingin Pharma Biotech

7.1.1. Coach's Capabilities and Ethics
7.1.2. The Essence of Coaching
7.1.3. Learning to Learn
7.1.4. Recommended Film: The Pacific Warrior

7.2. The Coaching Process - Schools and Models

7.2.1. North American Coaching Contributions
7.2.2. Humanistic-European Coaching Contributions
7.2.3. Ontological Coaching Contributions
7.2.4. Conclusions

7.3. The Coachee-Client

7.3.1. Present - Breakdown - Objectives
7.3.2. How to Know The Situation of Each Person in a Professional Team and in This Way Be Able to Overcome Problems in Order to Achieve The Objectives
7.3.3. Know The Current Situation through The Tool "THE WAY OF PROFESSIONAL LIFE"
7.3.4. Conclusions

7.4. Ideal Situation

7.4.1. Where I Am Going
7.4.2. Identify Goal, Vision and Clarificatio Objectives Both as an Individual Professional and as a Team Coordinator
7.4.3. Grow Model
7.4.4. Example: Where You Want to Have Each Member of Your Team through a Mandala

7.5. The Technique Our Mind

7.5.1. Mental Models
7.5.2. Observe, Distinguish
7.5.3. Beliefs, Judgments
7.5.4. Facts and Opinions

7.6. The Technique Language

7.6.1. Basic Postulates of the Ontology of Language according to Rafael Echevarría
7.6.2. Listening, Silence and Speech Competence
7.6.3. Recommended Books
7.6.4. Rafael Echevarría Language Ontology
7.6.5. Leonardo Wolk. The Art of Blowing Embers

7.7. The Technique Emotion

7.7.1. Management and Emotional Intelligence
7.7.2. Legitimizing Emotion in order to Manage It from the Linguistic Dimensions
7.7.3. Emotional
7.7.4. Conclusions

7.8. Technique - Corporeality

7.8.1. Who Am I from my Body?
7.8.2. Posture and Movement
7.8.3. Trends that Support or Block Conversations with the Body
7.8.4. Conclusions

7.9. Powerful Questions How to Use The Questions to Help Each Member of Your Team Find Their Best Version of Themselves

7.9.1. To Determine The Profile of Our Customerand to Design a Plan of Action
7.9.2. Coaching Questions to Reconnect You
7.9.3. Coaching Questions to Change Perspective
7.9.4. Coaching Questions for Awareness
7.9.5. Coaching Questions to Create Action
7.9.6. Coaching Questions for Goal Setting
7.9.7. Coaching Questions for Designing a Plan of Action
7.9.8. Coaching Questions for Clients to Find Their Own Solutions

7.10. The Action

7.10.1. Action Plan Phases
7.10.2. Accompany
7.10.3. Monitoring
7.10.4. Commitment
7.10.5. How to Elaborate a Plan of Action with Each Delegate of Your Team

Module 8. The Medical Department

8.1. The Medical Department

8.1.1. General Structure of The Medical Department in Different Companies
8.1.2. Objective and Functions of The Department
8.1.3. Roles in The Medical Department
8.1.4. How They Relate to Other Departments: Marketing, Access,Sales, etc
8.1.5. Career Opportunities in The Medical Department in The Pharmaceutical Industry

8.2. Monitoring

8.2.1. Fundamentals of Clinical Development
8.2.2. Legislation on Clinical Trials
8.2.3. Types of Clinical Trials
8.2.4. Clinical Trial Phases

8.2.4.1. Phase I Clinical Studies
8.2.4.2. Phase II Clinical Studies
8.2.4.3. Phase III Clinical Studies
8.2.4.4. Phase IV Clinical Studies

8.3. Clinical Trial Methodology

8.3.1. Clinical Trial Design
8.3.2. Stages in the Development of Clinical Trial
8.3.3. Clinical Trial Feasibility
8.3.4. Identification and Selection of Centers and Researchers
8.3.5. Recruitment Materials and Strategies
8.3.6. Contracts with Research Centers
8.3.7. Protocol
8.3.8. Patient Information Sheetand Informed Consent

8.4. Trial Monitoring: Follow-Up and Control

8.4.1. Monitoring Visit

8.4.1.1. Pre-Study Visit
8.4.1.2. Initiation Visit
8.4.1.3. Monitoring Visit
8.4.1.4. Closing Visit

8.4.2. Remote Monitoring
8.4.3. Monitoring Visit Reports
8.4.4. Data Management Obtaining Results

8.5. Real Clinical Practice Studies RWE

8.5.1. RWE Studies: Design, Analysis, Minimization of Bias
8.5.2. Types of RWE Studies
8.5.3. Integration in The Medical Plan
8.5.4. Collection and Communication of Results
8.5.5. Current Challenges in The Use of Evidence and Knowledge of RWE
8.5.6. How RWE Can Support Decision Making throughout The Product Life Cycle
8.5.7. Investigator Initiated Studies/Trials and Research Collaborations

8.6. The Medical Affairs Department 

8.6.1. What Is The Medical Affairs Department?

8.6.1.1. Objective and Functions of The Department 
8.6.1.2. General Structure of The Department in Different Companies
8.6.1.3. Interactions Between Medical Affairs And Other Departments (Clinical Operations & Commercial Departments)
8.6.1.4. The Relationship of Medical Issues in Terms of Product Life Cycle

8.6.2. Creation of State-of-The-Art Data Generation Programs
8.6.3. Medical's Co-Leadership Role
8.6.4. Affairs in Multifunctional Pharmaceutical Organizations

8.7. Roles in The Medical Affairs Department

8.7.1. Medical Advisor Role
8.7.2. Medical Advisor Functions
8.7.3. HCP Participation Tactics

8.7.3.1. Advisory Board and Promotional Programs
8.7.3.2. Scientific Publications
8.7.3.3. Scientific Congress Planning

8.7.4. Development of a Medical Communications Plan
8.7.5. Medical Product Strategy Design
8.7.6. Management of Medical Projects and Studies Based on Real Clinical Practice Data (RWE)
8.7.7. Medical Science Liaison Role

8.7.7.1. MSL functions: medical communication and interlocutors
8.7.7.2. Implementation of Medical Projects and Territorial Management
8.7.7.3. Initiated Studies/Trials and Research Collaborations Investigator 
8.7.7.4. Scientific Communication and Collection of Insights

8.8. Compliance In the Medical Affairs Department

8.8.1. Compliance Concept in The Medical Department

8.8.1.1. Prescription Drug Promotion
8.8.1.2. Interrelation with Healthcare Professionals and Organizations
8.8.1.3. Interrelation with Patient Organizations

8.8.2. On Label/Off Label Definition
8.8.3. Differences between Commercial Department and Medical Affairs
8.8.4. Code of Good Clinical Practice in Medical Promotion and Information

8.9. Medical Information

8.9.1. Integral Communication Plan
8.9.2. Media and Omnichannel Plan
8.9.3. Integration of The Communication Plan in Medical Plan
8.9.4. Biomedical Information Resources

8.9.4.1. International Sources: Pubmed, Embase, WOS, etc
8.9.4.2. Sources in Latin America: Indexes CSIC, Ibecs, LILACS, etc
8.9.4.3. Sources for Locating Clinical Trials: WHO, ClinicalTrials, Cochrane CENTRAL, etc
8.9.4.4. Sources of Drug Information: Bot Plus Web, FDA, etc
8.9.4.5. Other Resources: Official Organizations, Websites, Scientific Societies, Associations, Assessment Agencies, etc

8.10. Pharmacovigilance

8.10.1. Pharmacovigilance in Clinical Trials

8.10.1.1. Legal Framework and Definitions
8.10.1.2. Adverse Event Management

8.10.2. Notification of Adverse Events, Eudravigilance
8.10.3. Periodic Security Reports
8.10.4. Pharmacovigilance in Others Clinical Tria

Module 9. Team Leadership in Pharma 

9.1. Leadership

9.1.1. Leadership Introduction
9.1.2. Power and Influence
9.1.3. What Is Leadership?
9.1.4. Conclusions

9.2. Leadership Theory

9.2.1. Leadership Process
9.2.2. Leadership Styles
9.2.3. Leadership Models
9.2.4. Evolution

9.3. Leadership Skills

9.3.1. Communication.
9.3.2. Commitment
9.3.3. Motivation
9.3.4. Decision Making

9.4. Group Management

9.4.1. Organisation
9.4.2. Time Management
9.4.3. Planning and Objectives
9.4.4. Equipment Assessment

9.5. Team Management Skills

9.5.1. Goals
9.5.2. Objectives
9.5.3. Time Management
9.5.4. Problem Management

9.6. Decision Making

9.6.1. Process
9.6.2. Team Decision-Making
9.6.3. Strategic Decisions
9.6.4. Ethical Decisions

9.7. Communication, Part of Success

9.7.1. External Communication
9.7.2. Internal Communication
9.7.3. Crisis Communication
9.7.4. Intercultural Communication

9.8. Negotiation and Conflict Management

9.8.1. Communication Strategies
9.8.2. Skills
9.8.3. Conflict Management.
9.8.4. Team Negotiation

9.9. People Development

9.9.1. Equipment
9.9.2. Motivation
9.9.3. Visibility
9.9.4. Conclusions

9.10. Common Objective, Project Development

9.10.1. Common Objective, Which Is
9.10.2. Multidisciplinary Teams
9.10.3. Building Alliances
9.10.4. Most Used Strategies 

Module 10. The Business Plan in The Territory

10.1. Business Plans

10.1.1. What is a Business Plan?
10.1.2. Purpose and Objectives of Business Plans
10.1.3. Why Is It Important to Make a Business Plan?
10.1.4. When Should We Make a Business Plan?

10.2.  Pharmaceutical Industry Context

10.2.1. Structural Situation of The Pharmaceutical Industry
10.2.2. Key People and Departments in The Development of a Plan of Action:
10.2.3. General Management

10.2.3.1. Sales Management
10.2.3.2. Marketing Department
10.2.3.3. Medical Department
10.2.3.4. Financial Department
10.2.3.5. Regulatory Department

10.2.4. Current Challenges Facing The Pharmaceutical Industry

10.3. Stages for Defining a Business Plan

10.3.1. Define Objectives
10.3.2. Product Description: Key Attributes
10.3.3. What Information Do I Need to Make a Plan?
10.3.4. Alignment with Strategy
10.3.5. Define Timings
10.3.6. Define Resources
10.3.7. Establish Results

10.4.  Business and Marketing Plan

10.4.1. Business Resources to Set Up a Plan
10.4.2. Choice of the Plan According to Our Objective
10.4.3. Marketing Strategy: Alignment
10.4.4. Marketing Resources as Leverage

10.5. Customer Analysis

10.5.1. Customer Relationship Management
10.5.2. Identify Customer Needs
10.5.3. Communication With Client
10.5.4. Conclusions

10.6.  Competitive Analysis

10.6.1. Market Segmentation
10.6.2. Competitive Analysis of Your Product
10.6.3. Commercial Strategies vs. The Competition
10.6.4. Expansion Plans
10.6.5. Defense Plans

10.7. Economic Analysis of The Business Plan

10.7.1. Estimation of Costs and Objectives
10.7.2. Investment Sources and Strategies
10.7.3. Financial Risk Analysis
10.7.4. Return on Investment Assessment

10.8. Implementation and Follow-Up of the Business Plan

10.8.1. Business Plan Agenda
10.8.2. Process Monitoring and Review Mechanisms According to Evolution
10.8.3. KPI: Objective Performance Indicators
10.8.4. Conclusions

10.9. Final Analysis of The Business Plan

10.9.2. Compliance with Deadlines
10.9.3. Analysis of Results
10.9.4. Budget Analysis

10.10. Pharma Biotech Marketing Plan

10.10.1. Market Analysis
10.10.2. Competition.
10.10.3. Target Audience
10.10.4. Brand Position

You will gain a comprehensive perspective on technological innovation in the healthcare sector of the pharmaceutical and biotechnology industry"