Through an intensive 12-month program,TECH offers you the opportunity to update your knowledge and become an up-to-date professional in the pharmaceutical and biotechnology field" 

Facing challenges is an essential part of managing pharmaceutical and biotechnology companies due to the highly competitive nature of the industry. In this way, the relentless advance of empirical disciplines, technological progress and constant regulatory changes have generated the need for up-to-date education for the key players in this sector. Therefore, nurses must possess strong scientific and technical knowledge as well as a commercial and financial understanding of the company to successfully lead these organizations. In response to this need, TECH has created this program, which will enable professionals to acquire skills in the field of business management. This program is offered in a 100% online format, which will provide flexibility to access the didactic materials without time restrictions. 

Business management plays a crucial role in the healthcare field by providing effective and efficient strategic direction to companies in the pharmaceutical and biotechnology industry. Its relevance lies in its ability to lead and make informed decisions in a highly regulated and competitive environment. 

In addition, it promotes research and development of new drugs and innovative therapies, which contributes to the advancement of medicine and the improvement of people's quality of life. Following this perspective, it also promotes efficiency in the production and distribution of pharmaceutical products, ensuring the timely and safe delivery of medicines to those who need them. 

Taking into consideration the above, TECH has developed a Professional master’s degree program that provides an excellent update in the field of Pharma Biotech Management for nurses. During 12 months of study, corporate responsibility in the industry will be explored, promoting sustainable practices in drug development.

Likewise, quality and safety criteria in the production and marketing of drugs or budget planning techniques for companies in the sector will be delved into in depth. This, with the intention of fostering innovation, improving the pharmaceutical industry's operations and contributing to the advancement of medicine. 

All this will be achieved without the professionals having to neglect their usual personal and work responsibilities, since this program is offered in an innovative 100% online format. Likewise, it will have multimedia materials housed in a virtual library, which can be accessed anytime and anywhere, only requiring a device with an Internet connection. 

Optimize your learning at any time and place, thanks to the 100% online modality of this program"

This Professional master’s degree in MBA in Pharma Biotech Management for Nursing contains the most complete and up-to-date scientific program on the market. The most important features include:

• The development of practical cases presented by experts in Pharma Biotech
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice
• Practical exercises where self-assessment can be used to improve learning
• Its special emphasis on innovative methodologies  
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• Content that is accessible from any fixed or portable device with an Internet connection 

You will delve into budget planning and financial operations management in the Pharmaceutical Industry through this program"

The program’s teaching staff includes professionals from the field who contribute their work experience to this educational program, as well as renowned specialists from leading societies and prestigious universities.  

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide immersive education programmed to prepare for real situations.  

This program is designed around Problem-Based Learning, whereby the professional must try to solve the different professional practice situations that arise throughout the program. For this purpose, the students will be assisted by an innovative interactive video system created by renowned and experienced experts.

Improve your knowledge in Digital Health Management and apply it to your daily practice"

Increase your skills in organization and optimization of Pharma Biotech processes to succeed in this sector"

TheProfessional master’s degree in MBA in Pharma Biotech Management for Nursing will focus on the interdisciplinary aspects of the pharmaceutical and biotechnology industry, highlighting its broad scope and up-to-date approach. During the 12 months of this program, the nurse will benefit from innovative teaching materials such as videos, interactive summaries and simulations of real cases. These state-of-the-art resources will provide an enjoyable and effective educational experience. In addition, being a 100% online program, you will have the flexibility to study on your own schedule, without restrictions.  

With the Relearning method, you will reduce your study hours and strengthen your understanding in the long run" 

Module 1. Strategic Management in the Pharmaceutical and Biotechnology Industry

1.1. Go-to-Market 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 Management in the Pharmaceutical Enterprise

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

1.3.  Creating Corporate Value

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

1.4. The Pharmaceutical and Biotechnology Business Environment

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. Analysis of the Value Chain
1.5.2. Analysis of Skills and Resources
1.5.3. VRIO Analysis
1.5.4. Conclusions

1.6. Strategic Business Unit Strategies

1.6.1. Strategic Business Unit Strategies
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 Strategies
1.7.4. Most Used Strategies

1.8. Internationalization Strategies

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

1.9. Strategic Alliances, Takeovers and Mergers

1.9.1. External vs. Internal Growth Strategy
1.9.2. Partnerships in the Pharmaceutical Industry
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 Economy

Module 2. Marketing in Pharma Biotech

2.1. Omnichannel, Impacts and Engagement

2.1.1. Impact Marketing
2.1.2. General Channels and Social Networks
2.1.3. Community Management
2.1.4. E-detailing and CRM in the Digital Environment
2.1.5. Programmed Advertising
2.1.6. 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. Information Acquisition
2.3.3. Research Process
2.3.4. Conclusions

2.4. Managing Brand and Neuromarketing

2.4.1. Branding
2.4.2. Branding Types
2.4.3. Neuromarketing and Application in the Pharmaceutical Industry
2.4.4. Conclusions

2.5. Digital Marketing Plans

2.5.1. Integrating Digital Marketing into the Global Marketing Strategy
2.5.2. Community Manager
2.5.3. Digital Marketing Plans
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 Strategies. Content Co-Creation
2.7.2. Content Marketing and Influencers
2.7.3. Digital Marketing to Support Leadership in the Therapeutic Area
2.7.4. Patient Associations

2.8. Design of Digital Programs

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 to Support Diagnosis
2.9.3. Artificial Intelligence Tools to Support Critical Patient Management
2.9.4. Latest Developments

2.10. Other Technology

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

Module 3. Human Resources Management

3.1. Personnel Selection

3.1.1. Recruitment Process
3.1.2. Resume Review
3.1.3. Recruitment Interviews
3.1.4. Aptitude Tests and Psychometric Assessments

3.2. Compensation and Benefits

3.2.1. Compensation System Design
3.2.2. Elaboration of Variable Compensation
3.2.3. Benefit Design
3.2.4. Emotional Salary

3.3. Performance Management

3.3.1. Performance Evaluation
3.3.2. Talent and Improvement Programs
3.3.3. Feedback Meetings
3.3.4. Talent Retention and Loyalty Programs

3.4. Emotional Intelligence in the Work Environment

3.4.1. Emotional Awareness
3.4.2. Emotion Management
3.4.3. Empathy at Work
3.4.4. Social Skills and Collaboration

3.5. Training and Continuous Development

3.5.1. Career Plans
3.5.2. Specific Skills Development
3.5.3. Internal Promotion and Growth Opportunities
3.5.4. Adaptation to the Workplace

3.6. Team Management and Leadership

3.6.1. Effective Team Building
3.6.2. Inspirational Leadership
3.6.3. Effective Communication
3.6.4. Conflict Resolution

3.7. Organizational Adaptability and Flexibility

3.7.1. Change Management
3.7.2. Flexibility in Labor Policies
3.7.3. Human Resources Innovation
3.7.4. Adapting to New Technologies

3.8. Diversity and Inclusion in the Workplace

3.8.1. Diversity Promotion
3.8.2. Equal Opportunity
3.8.3. Creation of Inclusive Environments
3.8.4. Diversity Awareness and Training

3.9. Positive Psychology at Work

3.9.1. Positive Organizational Culture
3.9.2. Workplace Well-Being
3.9.3. Promotion of Positive Attitudes
3.9.4. Resilience and Coping in the Workplace

3.10. Technology and Human Resources

3.10.1. Automation in Human Resources Processes
3.10.2. Data Analysis for Decision Making
3.10.3. Tools in Human Resources Management
3.10.4. Cybersecurity and Personal Data Protection

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

4.1. Hospital Information Systems

4.1.1. Implementation
4.1.2. Management of Hospital Information Systems
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. Tele-monitoring Platforms
4.2.3. Patient Monitoring
4.2.4. Mobile Health and Wellness Applications

4.3. Big Data and Data Analysis in Healthcare

4.3.1. Management and Analysis of Large Volumes of Data in Health
4.3.2. Use of Predictive Analysis 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 Applications in 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. The 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 Protection and 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 (RA) 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. Robotics in Medicine

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

4.9. Medical Images Analysis

4.9.1. Medical Image Processing and 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 Consent
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. Functions of the Market Access Department
5.1.4. Conclusions

5.2. National Health System (NHS). Organization, Structure and Functions

5.2.1. Healthcare Expenses and Drug Expenses
5.2.2. Regional Health Service
5.2.3. Organization, Structure and Functions

5.3. Authorization and Registration of New Drugs

5.3.1. Health Authorities
5.3.2. European Medicines Agency (EMA)
5.3.3. New Drug Marketing Authorization Process: Centralized, Decentralized and Mutual Recognition Processes

5.4. Evaluation of New Drugs at National Level

5.4.1. Health Technology Assessment Agencies.
5.4.2. Relations
5.4.3. Europe
5.4.4. Therapeutic Positioning Reports (TPR)
5.4.5. Decision Makers and Influencers

5.5. Other New Drug Evaluations

5.5.1. GENESIS Group Evaluations
5.5.2. Regional Evaluations
5.5.3. Evaluations in Hospital Pharmacies: Pharmacy and Therapeutics Committees
5.5.4. Other Evaluations

5.6. From Drug Approval to Availability to the Patient

5.6.1. New Drug Pricing and Reimbursement Application Process
5.6.2. Marketing and Financing Conditions
5.6.3. Procedure for Access to Medicines at Hospital Level
5.6.4. Access Procedure for Drugs Dispensed in Street Pharmacies
5.6.5. Access to Generic and Biosimilar Drugs

5.7. Drug Financing

5.7.1. Traditional Versus New Financing Schemes
5.7.2. Innovative Agreements
5.7.3. Risk-Sharing Agreements (RSAs)
5.7.4. Types of RSA
5.7.5. Criteria for RSA Selection

5.8. Medication Purchasing Process

5.8.1. Public Contracting
5.8.2. Centralized Purchasing of Medicines and Medical Devices
5.8.3. Framework Agreements
5.8.4. Conclusions

5.9. Market Access Department (1) Professional Profiles

5.9.1. Evolution of The Market Access Professional Profile
5.9.2. Market Access Professional Profiles
5.9.3. Market Access Manager
5.9.4. Pharmacoeconomics
5.9.5. Pricing
5.9.6. Key Account Manager

5.10. Market Access Department (2). Interaction with Other Departments of the Pharmaceutical Industry

5.10.1. Marketing and Sales
5.10.2. Medical Department
5.10.3. Institutional Relations
5.10.4. Regulatory
5.10.5. 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. Region and Account Segmentation
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 for a Drug

6.2.1. Access Management at Regional Level
6.2.2. Access to the Hospital Drug Market. Hospital Pharmacy Management and Strategy
6.2.3. Access to the Street Pharmacy Drug Market
6.2.4. Primary Care Pharmacist Management and Strategy

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. Quality of Life Related to Health (CVRS)
6.4.3. Treatment Satisfaction
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 the Disease
6.5.5. Cost Consequence

6.6. Studies of Economic Analysis

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

6.7. Assessments of Economic Analysis

6.7.1. Full 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. Contents of the Value Dossier
6.8.2. The Clinical Value of the Drug
6.8.3. The 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 the different Autonomous Communities

6.9. Documents Required for the Price and Reimbursement Request

6.9.1. Documentation Requirements
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. Multi-Criteria Analysis (MCA)
6.10.3. Innovative Public Procurement
6.10.4. Latest Trends

Module 7. Integral Coaching in Pharma Biotech

7.1. Basics of Coaching in Pharma Biotech

7.1.1. Coaching Skills and Ethics
7.1.2. The Essence of Coaching
7.1.3. Learning to Learn
7.1.4. Recommended Film: Pacific Warrior

7.2. The Coaching Process - Schools and Models

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

7.3. The Coachee-Client

7.3.1. Present - Breakdown - Objectives
7.3.2. How to Know about the Situation of Each Person in a Professional Team and Therefore Be Able to Overcome Problems in Order to Achieve the Objectives
7.3.3. Know the Current Situation through the Tool "THE WHEEL 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 Clarification of 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. Competence of Listening, Silence and Speech
7.6.3. Recommended Books
7.6.4. Rafael Echevarría. Ontology of Language
7.6.5  Leonardo Wolk The Art of Blowing Embers

7.7. Techniques. Emotion

7.7.1. Management and Emotional Intelligence
7.7.2. Legitimize Emotion 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 Questions to Help Each Member of your Team Find their Best Version of Themselves

7.9.1. To Determine Our Client's Profile and Design an Action Plan
7.9.2. Coaching Questions to Reconnect
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 to Design an Action Plan
7.9.8. Coaching Questions for the Client to Find their Own Solutions

7.10. The Action

7.10.1. Phases of the Action Plan
7.10.2 accompanying
7.10.3. Monitoring
7.10.4 Commitment
7.10.5. How to Elaborate an Action Plan 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. Purpose 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 for the Medical Department in the Pharmaceutical Industry

8.2. Monitoring

8.2.1. Fundamentals of Clinical Development
8.2.2. Legislation in Clinical Trials
8.2.3. Types of Clinical Trials
8.2.4. Clinical Trials 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 Trials Methodology

8.3.1.  Clinical Trial Design
8.3.2. Stages in the Development of Clinical Trials
8.3.3. Clinical Trials Viability
8.3.4. Identification and Selection of Researcher Centers
8.3.5. Recruitment Materials and Strategies
8.3.6. Contracts with Research Centers
8.3.7. Protocol

8.4. Trial Monitoring: Monitoring 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 Study
8.5.3. Integration in the Medical Plan
8.5.4. Inquiry 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. Initiated Studies/Trials and Research Collaborations Investigator

8.6. The Medical Affairs Department

8.6.1. What is the Medical Affairs Department?

8.6.1.1. Purpose 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 Cross-functional Pharmaceutical Organizations

8.7. Roles in The Medical Affairs Department

8.7.1. Role of the Medical Advisor
8.7.2.  Functions of the Medical Advisor
8.7.3. Participation tactics with HCP

8.7.3.1. Advisory Board and promotion programs
8.7.3.2. Scientific Publications
8.7.3.3. Planning of Scientific Congresses

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

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. Investigator Initiated Studies/Trials and Research Collaborations
8.7.7.4. Scientific Communication and Insights Gathering

8.8. Compliance In the Medical Affairs Department

8.8.1. Concept of compliance in the medical department

8.8.1.1. Promotion of Prescription Drugs
8.8.1.2. Interrelation with Health Professionals and Organizations
8.8.1.3. Interrelation with Patient Organizations

8.8.2. Definition of On Label/Off Label
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 Reports

8.9.1. Comprehensive Communication Plan
8.9.2. Media and Omnichannel Plan
8.9.3. Integration of the Communication Plan in the Medical Plan
8.9.4. Information Resources in Biomedicine

8.9.4.1. International Sources: Pubmed, Embase, WOS, etc.
8.9.4.2. Sources in Latin America: CSIC , Ibecs, LILACS, indexes etc.
8.9.4.3. Sources for Locating Clinical Trials: WHO, ClinicalTrials, Cochrane CENTRAL, etc.
8.9.4.4. Drug Information Sources: Bot Plus Web, FDA, etc.
8.9.4.5. Other resources: official bodies, web pages, scientific societies, associations, evaluation 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 Other Clinical Trials: Post-authorization Studies

Module 9. Team Leadership in Pharma

9.1. Leadership

9.1.1. Introduction to Leadership
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. Organization
9.4.2. Time Management
9.4.3. Planning and Objectives
9.4.4. Equipment Assessment

9.5. Skills for Team Management

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 One is It?
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. The Business Plan

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

10.2. Context of the Pharmaceutical Industry

10.2.1. Structural Situation of the Pharmaceutical Industry
10.2.2. Key People and Departments in the Development of an Action Plan
10.2.3. General Management

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

10.2.4. Current Challenges of the Pharmaceutical Industry

10.3. Stages for Defining a Business Plan

10.3.1. Defining 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. Defining Timings
10.3.6. Defining Resources
10.3.7. Establish Results

10.4. Business and Marketing Plan

10.4.1. Commercial Resources to Establish 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. Identifying 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 Facing the Competition
10.6.4. Expansion Plans
10.6.5 defensive Plan

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. Assessment of Return of Investment

10.8. Implementation and Follow-Up of the Business Plan

10.8.1. Agenda of the Business Plan
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

10.9.1. Meeting Deadlines
10.9.2. Analysis of Results
10.9.3. 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 Positioning

Module 11. Leadership, Ethics and Social Responsibility in Companies

11.1. Globalization and Governance

11.1.1. Governance and Corporate Governance
11.1.2. The Fundamentals of Corporate Governance in Companies
11.1.3. The Role of the Board of Directors in the Corporate Governance Framework

11.2. Cross-Cultural Management

11.2.1. Concept of Cross-Cultural Management
11.2.2. Contributions to the Knowledge of National Cultures
11.2.3. Diversity Management

11.3. Sustainability

11.3.1. Sustainability and Sustainable Development
11.3.2. The 2030 Agenda
11.3.3. Sustainable Companies

11.4. Responsible Management Systems and Tools

11.4.1. CSR: Corporate Social Responsibility
11.4.2. Essential Aspects for Implementing a Responsible Management Strategy
11.4.3. Steps for the Implementation of a Corporate Social Responsibility Management System
11.4.4. Tools and Standards of CSR

11.5. Multinationals and Human Rights

11.5.1. Globalization, Multinational Corporations and Human Rights
11.5.2. Multinational Corporations and International Law
11.5.3. Legal Instruments for Multinationals in the Field of Human Rights

11.6. Legal Environment and Corporate Governance

11.6.1. International Rules on Importation and Exportation
11.6.2. Intellectual and Industrial Property
11.6.3. International Labor Law

Module 12. People and Talent Management

12.1. Strategic People Management

12.1.1. Strategic Human Resources Management
12.1.2. Strategic People Management

12.2. Human Resources Management by Competencies

12.2.1. Analysis of the Potential
12.2.2. Remuneration Policy
12.2.3. Career/Succession Planning

12.3. Performance Evaluation and Performance Management

12.3.1. Performance Management
12.3.2. Performance Management: Objectives and Process

12.4. Motivation

12.4.1. The Nature of Motivation
12.4.2. Expectations Theory
12.4.3. Needs Theory
12.4.4. Motivation and Financial Compensation

12.5. Developing High Performance Teams

12.5.1. High-Performance Teams: Self-Managing Teams
12.5.2. Methodologies for Managing High Performance Self-Managed Teams

12.6. Change Management

12.6.1. Change Management
12.6.2. Types of Change Management Processes
12.6.3. Stages or Phases in Change Management

12.7. Productivity, Attraction, Retention and Activation of Talent

12.7.1. Productivity
12.7.2. Talent Attraction and Retention Levers

Module 13. Economic and Financial Management

13.1. Economic Environment

13.1.1. Macroeconomic Environment and the National Financial System
13.1.2. Financial Institutions
13.1.3. Financial Markets
13.1.4. Financial Assets
13.1.5. Other Financial Sector Entities

13.2. Executive Accounting

13.2.1. Basic Concepts
13.2.2. The Company's Assets
13.2.3. The Company's Liabilities
13.2.4. The Company's Net Worth
13.2.5. The Income Statement

13.3. Information Systems and Business Intelligence

13.3.1. Fundamentals and Classification
13.3.2. Cost Allocation Phases and Methods
13.3.3. Choice of Cost Center and Impact

13.4. Budget and Management Control

13.4.1. The Budgetary Model
13.4.2. The Capital Budget
13.4.3. The Operating Budget
13.4.5. The Cash Budget
13.4.6. Budget Monitoring

13.5. Financial Management

13.5.1. The Company's Financial Decisions
13.5.2. The Financial Department
13.5.3. Cash Surpluses
13.5.4. Risks Associated with Financial Management
13.5.5. Risk Management of the Financial Management

13.6. Financial Planning

13.6.1. Definition of Financial Planning
13.6.2. Actions to Be Taken in Financial Planning
13.6.3. Creation and Establishment of the Business Strategy
13.6.4. The Cash Flow Chart
13.6.5. The Working Capital Chart

13.7. Corporate Financial Strategy

13.7.1. Corporate Strategy and Sources of Financing
13.7.2. Corporate Financing Financial Products

13.8. Strategic Financing

13.8.1. Self-financing
13.8.2. Increase in Shareholder's Equity
13.8.3. Hybrid Resources
13.8.4. Financing through Intermediaries

13.9. Financial Analysis and Planning

13.9.1. Analysis of the Balance Sheet
13.9.2. Analysis of the Income Statement
13.9.3. Profitability Analysis

13.10. Analyzing and Solving Cases/Problems

13.10.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX)

Module 14. Commercial Management and Strategic Marketing

14.1. Commercial Management

14.1.1. Conceptual Framework of Commercial Management
14.1.2. Commercial Strategy and Planning
14.1.3. The Role of Sales Managers

14.2. Marketing

14.2.1. The Concept of Marketing
14.2.2. The Basic Elements of Marketing
14.2.3. Marketing Activities in Companies

14.3. Strategic Marketing Management

14.3.1. The Concept of Strategic Marketing
14.3.2. Concept of Strategic Marketing Planning
14.3.3. Stages in the Process of Strategic Marketing Planning

14.4. Digital Marketing and e-Commerce

14.4.1. Objectives of Digital Marketing and e-Commerce
14.4.2. Digital Marketing and the Media It Uses
14.4.3. E-Commerce. General Context
14.4.4. Categories of e-Commerce
14.4.5. Advantages and Disadvantages of e-Commerce Compared to Traditional Commerce

14.5. Digital Marketing to Reinforce a Brand

14.5.1. Online Strategies to Improve Brand Reputation
14.5.2. Branded Content and Storytelling

14.6. Digital Marketing to Attract and Retain Customers

14.6.1. Loyalty and Engagement Strategies Using the Internet
14.6.2. Visitor Relationship Management
14.6.3. Hypersegmentation

14.7. Digital Campaign Management

14.7.1. What Is a Digital Advertising Campaign?
14.7.2. Steps to Launch an Online Marketing Campaign
14.7.3. Mistakes in Digital Advertising Campaigns

14.8. Sales Strategy

14.8.1. Sales Strategy
14.8.2. Sales Methods

14.9. Corporate Communication

14.9.1. Concept
14.9.2. The Importance of Communication in the Organization
14.9.3. Type of Communication in the Organization
14.9.4. Functions of Communication in the Organization
14.9.5. Elements of Communication
14.9.6. Problems of Communication
14.9.7. Communication Scenarios

14.10. Digital Communication and Reputation

14.10.1. Online Reputation
14.10.2. How to Measure Digital Reputation?
14.10.3. Online Reputation Tools
14.10.4. Online Reputation Report
14.10.5. Online Branding

Module 15. Executive Management

15.1. General Management

15.1.1.  The Concept of General Management
15.1.2. The Role of the CEO
15.1.3. The CEO and their Responsibilities
15.1.4. Transforming the Work of Management

15.2. Manager Functions: Organizational Culture and Approaches

15.2.1. Manager Functions: Organizational Culture and Approaches

15.3. Operations Management

15.3.1.  The Importance of Management
15.3.2. Value Chain
15.3.3. Quality Management

15.4. Public Speaking and Spokesperson Education

15.4.1. Interpersonal Communication
15.4.2. Communication Skills and Influence
15.4.3. Communication Barriers

15.5. Personal and Organizational Communication Tools

15.5.1. Interpersonal Communication
15.5.2. Interpersonal Communication Tools
15.5.3.  Communication in the Organization
15.5.4. Tools in the Organization

15.6. Communication in Crisis Situations

15.6.1. Crisis
15.6.2. Phases of the Crisis
15.6.3. Messages: Contents and Moments

15.7. Preparation of a Crisis Plan

15.7.1. Analysis of Possible Problems
15.7.2. Planning
15.7.3. Adequacy of Personnel

15.8. Personal Branding

15.8.1. Strategies for Personal Brand Development
15.8.2. Personal Branding Laws
15.8.3. Tools for Creating Personal Brands

In just 12 months, you will explore the most relevant aspects of competitive strategies, marketing and finance in the pharmaceutical industry"