Senior Management in the Pharma Biotech field will give you the opportunity to lead highly qualified multidisciplinary teams, fostering collaboration and professional excellence” 

Why Study at TECH?

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

TECHvalue proposition is shaking the foundations of traditional business schools It offers you the best specialization at the best price” 

At TECH Global University

Innovación

The university offers an online learning model that combines 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 trained 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 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 Re-learning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.   

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 Harvard Business School case studies"  

The Senior Management of Pharma Biotech Companies in Senior Management of Pharma Biotech Companies will offer a wide range of content, designed to provide a comprehensive understanding of the key aspects of the pharmaceutical and biotechnology industry. Therefore, this academic program will include modules on strategic management, where topics such as business planning, market analysis and strategic decision making in a highly regulated context will be explored. In addition, specific aspects of the sector will be addressed, such as research and product development, supply chain management, pharmaceutical marketing, regulation and compliance. 

With this 100% online Advanced master’s degree, you will delve into topics related to innovation and technology in the industry, as well as ethical and social aspects of healthcare” 

Syllabus

The Advanced master’s degree in Senior Management of Pharma Biotech Companies at TECHTechnological University is an intensive program that prepares students to face challenges and business decisions internationally. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.   

Throughout 3,600 hours of study, students will analyze a multitude of practical cases through individual work, achieving high quality learning that can be applied to their daily practice. It is, therefore, an authentic immersion in real business situations.    

This program deals in depth with the main areas of the communication and company and is designed for managers to understand business management from a strategic, international and innovative perspective.   

A plan designed for students, focused on their professional improvement and that prepares them to achieve excellence in the field of communication and business management. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way.

This program takes place over 24 months and is divided into 20 modules: 

Módulo 1. Leadership, Ethics and Social Responsibility in Companies
Módulo 2. Strategic Managementand Executive Management 
Módulo 3. People and Talent Management 
Módulo 4. Economic and Financial Management
Módulo 5. Operations and Logistics Management
Módulo 6. Information Systems Management
Módulo 7. Commercial Management, Strategic Marketing and Corporate Communications 
Módulo 8. Market Research, Advertising and Commercial Management
Módulo 9. Innovation and Project Management 
Módulo 10. Executive  Management
Módulo 11. Strategic Management in the Pharmaceutical and Biotechnology Industry
Módulo 12. Marketing in Pharma Biotech      
Módulo 13. Control, Finance and Operation
Módulo 14. Digital Health Management:Technological Innovation in the Health Sector
Módulo 15. Market Access(1). Organization and Processes 
Módulo 16. Market Access(2). Tools and Strategy  
Módulo 17. Integral Coaching in Pharma Biotech 
Módulo 18. The Medical Department
Módulo 19. Team Leadership in Pharma    
Módulo 20. The Business Plan in the Territory

Where, When and How is it Taught?

TECHoffers the possibility of developing this Advanced master’s degree in Senior Management of Pharma Biotech Companies completely online. During the 24 months students will be able to access all the contents of this program at any time, which will allow them to self-manage their study time. 

Modulo 1. Leadership, Ethics and Social Responsibility in Companies

1.1. Globalization and Governance 

1.1.1. Governance and Corporate Governance 
1.1.2. The Fundamentals of Corporate Governance in Companies 
1.1.3. The Role of the Board of Directors in the Corporate Governance Framework 

1.2. Leadership 

1.2.1. Leadership A Conceptual Approach 
1.2.2. Leadership in Companies 
1.2.3. The Importance of Leaders in Business Management 

1.3. Cross Cultural Management 

1.3.1. Cross Cultural Management Concept
1.3.2. Contributions to Knowledge of National Cultures 
1.3.3. Diversity Management 

1.4. Management and Leadership Development 

1.4.1. Concept of Management Development 
1.4.2. Concept of Leadership 
1.4.3. Leadership Theories 
1.4.4. Leadership Styles 
1.4.5. Intelligence in Leadership 
1.4.6. The Challenges of Today's Leader 

1.5. Business Ethics 

1.5.1. Ethics and Morality 
1.5.2. Business Ethics 
1.5.3. Leadership and Ethics in Companies 

1.6. Sustainability 

1.6.1. Sustainability and Sustainable Development 
1.6.2. The 2030 Agenda 
1.6.3. Sustainable Companies 

1.7. Corporate Social Responsibility 

1.7.1. International Dimensions of Corporate Social Responsibility 
1.7.2. Implementing Corporate Social Responsibility 
1.7.3. The Impact and Measurement of Corporate Social Responsibility 

1.8. Responsible Management Systems and Tools 

1.8.1. CSR: Corporate Social Responsibility 
1.8.2. Essential Aspects for Implementing a Responsible Management Strategy 
1.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System 
1.8.4. CSR Tools and Standards 

1.9. Multinationals and Human Rights 

1.9.1. Globalization, Multinational Companies and Human Rights 
1.9.2. Multinational Companies vs.International Law 
1.9.3. Legal Instruments for Multinationals in the Area of Human Rights 

1.10. Legal Environment and Corporate Governance 

1.10.1. International Rules on Importation and Exportation 
1.10.2. Intellectual and Industrial Property 
1.10.3. International Labor Law

Modulo 2. Strategic Management and Executive Management 

2.1. Organizational Analysis and Design 

2.1.1. Conceptual Framework
2.1.2. Key Elements in Organizational Design
2.1.3. Basic Organizational Models
2.1.4. Organizational Design: Typologies 

2.2. Corporate Strategy 

2.2.1. Competitive Corporate Strategy
2.2.2. Types of Growth Strategies
2.2.3. Conceptual Framework 

2.3. Strategic Planning and Strategy Formulation 

2.3.1. Conceptual Framework
2.3.2. Elements of Strategic Planning
2.3.3. Strategy Formulation: Strategic Planning Process 

2.4. Strategic Thinking 

2.4.1. The Company as a System
2.4.2. Organization Concept

2.5. Financial Diagnosis 

2.5.1. Concept of Financial Diagnosis
2.5.2. Stages of Financial Diagnosis
2.5.3. Assessment Methods for Financial Diagnosis 

2.6. Planning and Strategy 

2.6.1. The Plan from a Strategy
2.6.2. Strategic Positioning
2.6.3. Strategy in Companies 

2.7. Strategy Models and Patterns 

2.7.1. Conceptual Framework
2.7.2. Strategic Models
2.7.3. Strategic Patterns: The Five P’s of Strategy 

2.8. Competitive Strategy 

2.8.1. The Competitive Advantage
2.8.2. Choosing a Competitive Strategy
2.8.3. Strategies Based on the Strategic Clock Model
2.8.4. Types of Strategies According to the Industrial Sector Life Cycle 

2.9. Strategic Management 

2.9.1. The Concept of Strategy
2.9.2. The Process of Strategic Management
2.9.3. Approaches in Strategic Management 

2.10. Strategy Implementation 

2.10.1. Indicator Systems and Process Approach
2.10.2. Strategic Map
2.10.3. Strategic Alignment 

2.11. Executive Management 

2.11.1. Conceptual Framework of Executive Management
2.11.2. Executive Management The Role of the Board of Directors and Corporate Management Tools 

2.12. Strategic Communication 

2.12.1. Interpersonal Communication 
2.12.2. Communication Skills and Influence 
2.12.3. Internal Communication 
2.12.4. Barriers to Business Communication

Modulo 3. People and Talent Management 

3.1. Organizational Behavior 

3.1.1. Organizational Behavior Conceptual Framework
3.1.2. Main Factors of Organizational Behavior 

3.2. People in Organizations 

3.2.1. Quality of Work Life and Psychological Well-Being
3.2.2. Work Teams and Meeting Management
3.2.3. Coaching and Team Management
3.2.4. Managing Equality and Diversity 

3.3. Strategic People Management 

3.3.1. Strategic Human Resources Management
3.3.2. Strategic People Management 

3.4. Evolution of Resources An Integrated Vision 

3.4.1. The Importance of HR
3.4.2. A New Environment for People Management and Leadership
3.4.3. Strategic HR Management

3.5. Selection, Group Dynamics and HR Recruitment 

3.5.1. Approach to Recruitment and Selection
3.5.2. Recruitment
3.5.3. The Selection Process 

3.6. Human Resources Management by Skills 

3.6.1. Analysis of the Potential
3.6.2. Remuneration Policy
3.6.3. Career/Succession Planning 

3.7. Performance Evaluation and Compliance Management 

3.7.1. Performance Management
3.7.2. Performance Management: Objectives and Process 

3.8. Training Management 

3.8.1. Learning Theories
3.8.2. Talent Detection and Retention
3.8.3. Gamification and Talent Management
3.8.4. Training and Professional Obsolescence 

3.9. Talent Management 

3.9.1. Keys for Positive Management
3.9.2. Conceptual Origin of Talent and its Implication in the Company
3.9.3. Map of Talent in the Organization 
3.9.4. Cost and Added Value 

3.10. Innovation in Talent and People Management 

3.10.1. Strategic Talent Management Models
3.10.2. Identification, Training and Development of Talent
3.10.3. Loyalty and Retention 
3.10.4. Proactivity and Innovation 

3.11. Motivation 

3.11.1. The Nature of Motivation 
3.11.2. Expectations Theory
3.11.3. Needs Theory
3.11.4. Motivation and Financial Compensation 

3.12. Employer Branding 

3.12.1. Employer Branding in HR
3.12.2. Personal Branding for HR Professionals 

3.13. Developing High Performance Teams

3.13.1. High Performance Teams: Self-Managed Teams
3.13.2. Methodologies for the Management of High Performance Self-Managed Teams 

3.14. Management Skills Development 

3.14.1. What are Manager Competencies? 
3.14.2. Elements of Competencies 
3.14.3. Knowledge 
3.14.4. Management Skills 
3.14.5. Attitudes and Values in Managers 
3.14.6. Managerial Skills 

3.15. Time Management 

3.15.1. Benefits
3.15.2. What Can be the Causes of Poor Time Management? 
3.15.3. Time 
3.15.4. Time Illusions 
3.15.5. Attention and Memory
3.15.6. State of Mind
3.15.7. Time Management
3.15.8. Being Proactive
3.15.9. Be Clear About the Objective
3.15.10. Order 
3.15.11. Planning 

3.16. Change Management 

3.16.1. Change Management
3.16.2. Type of Change Management Processes
3.16.3. Stages or Phases in the Change Management Process 

3.17. Negotiation and Conflict Management 

3.17.1 Negotiation 
3.17.2 Conflicts Management 
3.17.3 Crisis Management 

3.18. Executive Communication 

3.18.1. Internal and External Communication in the Corporate Environment 
3.18.2. Communication Departments 
3.18.3. The Person in Charge of Communication of the Company The Profile of the Dircom 

3.19. Human Resources Management and PRL Teams 

3.19.1. Management of Human Resources and Teams
3.19.2. Prevention of Occupational Hazards

3.20. Productivity, Attraction, Retention and Activation of Talent 

3.20.1. Productivity 
3.20.2. Talent Attraction and Retention Levers 

3.21. Monetary Compensation Vs.Non-Cash

3.21.1. Monetary Compensation Vs. Non-Cash 
3.21.2. Wage Band Models 
3.21.3. Non-Cash Compensation Models 
3.21.4. Working Model 
3.21.5. Corporate Community 
3.21.6. Company Image 
3.21.7. Emotional Salary 

3.22. Innovation in Talent and People Management II 

3.22.1. Innovation in Organizations         
3.22.2. New Challenges in the Human Resources Department 
3.22.3. Innovation Management
3.22.4. Tools for Innovation

3.23. Knowledge and Talent Management 

3.23.1. Knowledge and Talent Management
3.23.2. Knowledge Management Implementation 

3.24. Transforming Human Resources in the Digital Era 

3.24.1. The Socioeconomic Context
3.24.2. New Forms of Corporate Organization
3.24.3. New Methodologies

Module 4.  Economic and Financial Management 

4.1. Economic Environment 

4.1.1. Macroeconomic Environment and the National Financial System 
4.1.2. Financial Institutions 
4.1.3. Financial Markets 
4.1.4. Financial Assets 
4.1.5. Other Financial Sector Entities 

4.2. Company Financing 

4.2.1. Sources of Financing 
4.2.2. Types of Financing Costs 

4.3. Executive Accounting 

4.3.1. Basic Concepts  
4.3.2. The Company's Assets  
4.3.3. The Company's Liabilities  
4.3.4. The Company's Net Worth  
4.3.5. The Income Statement  

4.4. From General Accounting to Cost Accounting 

4.4.1. Elements of Cost Calculation 
4.4.2. Expenses in General Accounting and Cost Accounting 
4.4.3. Costs Classification 

4.5. Information Systems and Business Intelligence 

4.5.1. Fundamentals and Classification 
4.5.2. Cost Allocation Phases and Methods 
4.5.3. Choice of Cost Center and Impact 

4.6. Budget and Management Control 

4.6.1. The Budget Model  
4.6.2. The Capital Budget 
4.6.3. The Operating Budget  
4.6.5. Treasury Budget  
4.6.6. Budget Monitoring  

4.7. Treasury Management 

4.7.1. Accounting Working Capital and Necessary Working Capital 
4.7.2. Calculation of Operating Requirements of Funds 
4.7.3. Credit Management 

4.8. Corporate Tax Responsibility 

4.8.1. Basic Tax Concepts  
4.8.2. Corporate Income Tax  
4.8.3. Value Added Tax  
4.8.4. Other Taxes Related to Commercial with the Mercantile Activity  
4.8.5. The Company as a Facilitator of the Work of the of the State  

4.9. Systems of Controlof Enterprises 

4.9.1. Analysis of Financial Statements  
4.9.2. The Company's Balance Sheet  
4.9.3. The Profit and Loss Statement  
4.9.4. The Statement of Cash Flows  
4.9.5. Ratio Analysis  

4.10. Financial Management 

4.10.1. The Company's Financial Decisions  
4.10.2. Financial Department  
4.10.3. Cash Surpluses  
4.10.4. Risks Associated with Financial Management  
4.10.5. Financial Administration Risk Management  

4.11. Financial Planning 

4.11.1. Definition of Financial Planning 
4.11.2. Actions to be Taken in Financial Planning 
4.11.3. Creation and Establishment of the Business Strategy  
4.11.4. The Cash Flow Table 
4.11.5. The Working Capital Table 

4.12. Corporate Financial Strategy 

4.12.1. Corporate Strategy and Sources of Financing 
4.12.2. Financial Products for Corporate Financing  

4.13. Macroeconomic Context 

4.13.1. Macroeconomic Context 
4.13.2. Relevant Economic Indicators 
4.13.3. Mechanisms for Monitoring of Macroeconomic Magnitudes 
4.13.4. Economic Cycles  

4.14. Strategic Financing 

4.14.1. Self-Financing  
4.14.2. Increase in Equity  
4.14.3. Hybrid Resources  
4.14.4. Financing Through Intermediaries  

4.15. Money and Capital  Markets 

4.15.1. The Money Market  
4.15.2. The Fixed Income Market  
4.15.3. The Equity Market  
4.15.4. The Foreign Exchange Market  
4.15.5. The Derivatives Market  

4.16. Financial Analysis and Planning 

4.16.1. Analysis of the Balance Sheet 
4.16.2. Analysis of the Income Statement 
4.16.3. Profitability Analysis 

4.17. Analysis and Resolution of Cases/Problems 

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

Module 5. Operations and Logistics Management 

5.1. Operations Direction and Management

5.1.1. The Role of Operations 
5.1.2. The Impact of Operations on the Management of Companies  
5.1.3. Introduction to Operations Strategy 
5.1.4. Operations Management

5.2. Industrial Organization and Logistics 

5.2.1. Industrial Organization Department
5.2.2. Logistics Department

5.3. Structure and Types of Production (MTS, MTO, ATO, ETO, etc)  

5.3.1. Production System 
5.3.2. Production Strategy  
5.3.3. Inventory Management System
5.3.4. Production Indicators 

5.4. Structure and Types of Procurement  

5.4.1. Function of Procurement 
5.4.2. Procurement Management
5.4.3. Types of Purchases 
5.4.4. Efficient Purchasing Management of a Company 
5.4.5. Stages of the Purchase Decision Process 

5.5. Economic Control of Purchasing 

5.5.1. Economic Influence of Purchases
5.5.2. Cost Centers 
5.5.3. Budget
5.5.4. Budgeting vs. Actual Expenditure
5.5.5. Budgetary Control Tools

5.6. Warehouse Operations Control 

5.6.1. Inventory Control
5.6.2. Location Systems
5.6.3. Stock Management Techniques
5.6.4. Storage Systems

5.7. Strategic Purchasing Management

5.7.1. Business Strategy
5.7.2. Strategic Planning
5.7.3. Purchasing Strategies

5.8. Typologies of the Supply Chain (SCM) 

5.8.1. Supply Chain
5.8.2. Benefits of Supply Chain Management
5.8.3. Logistical Management in the Supply Chain

5.9. Supply Chain Management 

5.9.1. The Concept of Management of the Supply Chain (SCM)
5.9.2. Supply Chain Costs and Efficiency
5.9.3. Demand Patterns
5.9.4. Operations Strategy and Change

5.10. Interactions Between the SCM and All Other Departments

5.10.1. Interaction of the Supply Chain 
5.10.2. Interaction of the Supply Chain Integration by Parts
5.10.3. Supply Chain Integration Problems 
5.10.4. Supply Chain

5.11. Logistics Costs 

5.11.1. Logistics Costs
5.11.2. Problems with Logistics Costs
5.11.3. Optimizing Logistic Costs  

5.12. Profitability and Efficiency of Logistics Chains: KPIS 

5.12.1. Logistics Chain
5.12.2. Profitability and Efficiency of the Logistics Chain
5.12.3. Indicators of Profitability and Efficiency of the Supply Chain

5.13. Process Management

5.13.1. Process Management 
5.13.2. Process-Based Approach: Process Mapping 
5.13.3. Improvements in Process Management 

5.14. Distribution and Transportation and Logistics

5.14.1. Distribution in the Supply Chain 
5.14.2. Transportation Logistics 
5.14.3. Geographic Information Systems as a Support to Logistics 

5.15. Logistics and Customers

5.15.1. Demand Analysis 
5.15.2. Demand and Sales Forecast 
5.15.3. Sales and Operations Planning
5.15.4. Participatory Planning, Forecasting and and Replenishment Planning (CPFR) 

5.16. International Logistics 

5.16.1. Export and Import Processes 
5.16.2. Customs 
5.16.3. Methods and Means of International Payment
5.16.4. International Logistics Platforms

5.17. Outsourcing of Operations

5.17.1. Operations Management and Outsourcing 
5.17.2. Outsourcing Implementation in Logistics Environments 

5.18. Competitiveness in Operations

5.18.1. Operations Management 
5.18.2. Operational Competitiveness 
5.18.3. Operations Strategy and Competitive Advantages 

5.19. Quality Management

5.19.1. Internal and External Customers
5.19.2. Quality Costs
5.19.3. Ongoing Improvement and the Deming 

Module 6. Information Systems Management

6.1. Technological Environment

6.1.1. Technology and Globalization 
6.1.2. Economic Environment and Technology 
6.1.3. Technological Environment and its Impact on Companies 

6.2. Information Systems and Technologies in the Enterprise 

6.2.1. The Evolution of the IT Model
6.2.2. Organization and IT Departments
6.2.3. Information Technology and Economic Environment

6.3. Corporate Strategy and Technology Strategy 

6.3.1. Creating Value for Customers and Shareholders
6.3.2. Strategic IS/IT Decisions
6.3.3. Corporate Strategy Vs. Technology and Digital Strategy

6.4. Information Systems Management

6.4.1. Corporate Governance of Technology and Information Systems 
6.4.2. Management of Information Systems in Companies 
6.4.3. Expert Managers in Information Systems: Roles and Functions 

6.5. Information Technology Strategic Planning

6.5.1. Information Systems and Corporate Strategy
6.5.2. Strategic Planning of Information Systems  
6.5.3. Phases of Information Systems Strategic Planning 

6.6. Information Systems for Decision-Making

6.6.1. Business Intelligence
6.6.2. Data Warehouse
6.6.3. BSC or Balanced Scorecard

6.7. Exploring the Information

6.7.1. SQL: Relational Databases Basic Concepts
6.7.2. Networks and Communications
6.7.3. Operational System: Standardized Data Models 
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards 
6.7.5. Strategic DB Analysis and Report Composition 

6.8. Enterprise Business Intelligence

6.8.1. The World of Data
6.8.2. Relevant Concepts
6.8.3. Main Characteristics
6.8.4. Solutions in Today's Market
6.8.5. Overall Architecture of a BI Solution
6.8.6. Cybersecurity in BI and Data Science

6.9. New Business Concept  

6.9.1. Why BI
6.9.2. Obtaining Information
6.9.3. BI in the Different Departments of the Company
6.9.4. Reasons to Invest in BI

6.10. BI Tools and Solutions 

6.10.1. How to Choose the Best Tool?
6.10.2. Microsoft Power BI, MicroStrategy and Tableau
6.10.3. SAP BI, SAS BI and Qlikview
6.10.4. Prometheus

6.11. BI Project Planning and Management  

6.11.1. First Steps to Define a BI Project
6.11.2. BI Solution for the Company
6.11.3. Requirements and Objectives 

6.12. Corporate Management Applications 

6.12.1. Information Systems and Corporate Management 
6.12.2. Applications for Corporate Management 
6.12.3. Enterprise Resource Planning or ERP Systems 

6.13. Digital Transformation

6.13.1. Conceptual Framework of Digital Transformation 
6.13.2. Digital Transformation; Key Elements, Benefits and Drawbacks 
6.13.3. Digital Transformation in Companies 

6.14. Technology and Trends

6.14.1. Main Trends in the Field of Technology that are Changing Business Models 
6.14.2. Analysis of the Main Emerging Technologies 

6.15. IT Outsourcing

6.15.1. Conceptual Framework of Outsourcing 
6.15.2. IT Outsourcing and its Impact on the Business 
6.15.3. Keys to Implement Corporate IT Outsourcing Projects

Module 7. Commercial Management, Strategic Marketing and Corporate Communication 

7.1. Commercial Management

7.1.1. Conceptual Framework of Commercial Management
7.1.2. Business Strategy and Planning
7.1.3. The Role of Sales Managers

7.2. Marketing 

7.2.1. The Concept of Marketing
7.2.2. Basic Elements of Marketing
7.2.3. Marketing Activities of the Company

7.3. Strategic Marketing Management

7.3.1. The Concept of Strategic Marketing
7.3.2. Concept of Strategic Marketing Planning
7.3.3. Stages in the Process of Strategic Marketing Planning

7.4. Digital Marketing and E-Commerce

7.4.1. Digital Marketing and E-Commerce Objectives  
7.4.2. Digital Marketing and Media Used 
7.4.3. E-Commerce General Context 
7.4.4. Categories of E-Commerce 
7.4.5. Advantages and Disadvantages of E-Commerce Versus Traditional Commerce 

7.5. Managing Digital Business

7.5.1. Competitive Strategy in the Face of the Growing Digitalization of the Media 
7.5.2. Design and Creation of a Digital Marketing Plan 
7.5.3. ROI Analysis in a Digital Marketing Plan 

7.6. Digital Marketing to Reinforce the Brand

7.6.1. Online Strategies to Improve Your Brand's Reputation
7.6.2. Branded Content and Storytelling

7.7. Digital Marketing Strategy

7.7.1. Defining the Digital Marketing Strategy 
7.7.2. Digital Marketing Strategy Tools 

7.8. Digital Marketing to Attract and Retain Customers 

7.8.1. Loyalty and Engagement Strategies Through the Internet
7.8.2. Visitor Relationship Management
7.8.3. Hypersegmentation

7.9. Managing Digital Campaigns

7.9.1. What is a Digital Advertising Campaign?
7.9.2. Steps to Launch an Online Marketing Campaign
7.9.3. Mistakes in Digital Advertising Campaigns

7.10. Online Marketing Plan

7.10.1. What is an Online Marketing Plan?
7.10.2. Steps to Create an Online Marketing Plan
7.10.3. Advantages of Having an Online Marketing Plan

7.11. Blended Marketing

7.11.1. What is Blended Marketing?
7.11.2. Differences Between Online and Offline Marketing
7.11.3. Aspects to be Taken into Account in the Blended Marketing Strategy 
7.11.4. Characteristics of a Blended Marketing Strategy
7.11.5. Recommendations in Blended Marketing
7.11.6. Benefits of Blended Marketing

7.12. Sales Strategy 

7.12.1. Sales Strategy 
7.12.2. Sales Methods

7.13. Corporate Communication 

7.13.1. Concept
7.13.2. The Importance of Communication in the Organization
7.13.3. Type of Communication in the Organization
7.13.4. Functions of Communication in the Organization
7.13.5. Components of Communication
7.13.6. Communication Problems
7.13.7. Communication Scenarios

7.14. Corporate Communication Strategy 

7.14.1. Motivational Programs, Social Action, Participation and Training with HR 
7.14.2. Internal Communication Tools and Supports
7.14.3. Internal Communication Plan

7.15. Digital Communication and Reputation

7.15.1. Online Reputation 
7.15.2. How to Measure Digital Reputation? 
7.15.3. Online Reputation Tools 
7.15.4. Online Reputation Report 
7.15.5. Online Branding

Module 8. Market Research, Advertising and Commercial Management 

8.1. Market Research 

8.1.1. Marketing Research: Historical Origin  
8.1.2. Analysis and Evolution of the Conceptual Framework of Marketing Research  
8.1.3. Key Elements and Value Contribution of Market Research  

8.2. Quantitative Research Methods and Techniques 

8.2.1. Sample Size  
8.2.2. Sampling  
8.2.3. Types of Quantitative Techniques   

8.3. Qualitative Research Methods and Techniques 

8.3.1. Types of Qualitative Research 
8.3.2. Qualitative Research Techniques 

8.4. Market Segmentation 

8.4.1. Market Segmentation Concept  
8.4.2. Utility and Segmentation Requirements  
8.4.3. Consumer Market Segmentation  
8.4.4. Industrial Market Segmentation  
8.4.5. Segmentation Strategies  
8.4.6. Segmentation Based on Marketing - Mix Criteria  
8.4.7. Market Segmentation Methodology 

8.5. Research Project Management 

8.5.1. Market Research as a Process 
8.5.2. Planning Stages in Market Research 
8.5.3. Stages of Market Research Implementation 
8.5.4. Managing a Research Project  

8.6. International Market Research  

8.6.1. International Market Research 
8.6.2. International Market Research Process 
8.6.3. The Importance of Secondary Sources in International Market Research 

8.7. Feasibility Studies    

8.7.1. Concept and Usefulness 
8.7.2. Outline of a Feasibility Study 
8.7.3. Development of a Feasibility Study 

8.8. Publicity 

8.8.1. Historical Background of Advertising  
8.8.2. Conceptual Framework of Advertising; Principles, Concept of Briefing and Positioning  
8.8.3. Advertising Agencies, Media Agencies and Advertising Professionals  
8.8.4. Importance of Advertising in Business 
8.8.5. Advertising Trends and Challenges  

8.9. Developing the Marketing Plan  

8.9.1. Marketing Plan Concept 
8.9.2. Situation Analysis and Diagnosis 
8.9.3. Strategic Marketing Decisions 
8.9.4. Operational Marketing Decisions 

8.10. Promotion and Merchandising Strategies 

8.10.1. Integrated Marketing Communication 
8.10.2. Advertising Communication Plan 
8.10.3. Merchandising as a Communication Technique 

8.11. Media Planning  

8.11.1. Origin and Evolution of Media Planning   
8.11.2. Media  
8.11.3. Media Plan  

8.12. Fundamentals of Commercial Management  

8.12.1. The Role of Commercial Management 
8.12.2. Systems of Analysis of the Company/Market Commercial Competitive Situation 
8.12.3. Commercial Planning Systems of the Company 
8.12.4. Main Competitive Strategies 

8.13. Commercial Negotiation 

8.13.1. Commercial Negotiation   
8.13.2. Psychological Issues in Negotiation 
8.13.3. Main Negotiation Methods 
8.13.4. The Negotiation Process 

8.14. Decision-Making in Commercial Management 

8.14.1. Commercial Strategy and Competitive Strategy 
8.14.2. Decision Making Models 
8.14.3. Decision-Making Analytics and Tools 
8.14.4. Human Behavior in Decision Making 

8.15. Leadership and Management of the Sales Network 

8.15.1. Sales Management Sales Management 
8.15.2. Networks Serving Commercial Activity 
8.15.3. Salesperson Recruitment and Training Policies 
8.15.4. Remuneration Systems for Own and External Commercial Networks 
8.15.5. Management of the Commercial Process Control and Assistance to the Work of the Sales Representatives Based on the Information

8.16. Implementing the Commercial Function 

8.16.1. Recruitment of Own Sales Representatives and Sales Agents 
8.16.2. Controlling Commercial Activity  
8.16.3. The Code of Ethics of Sales Personnel 
8.16.4. Compliance with Legislation 
8.16.5. Generally Accepted Standards of Business Conduct 

8.17. Key Account Management 

8.17.1. Concept of Key Account Management   
8.17.2. The Key Account Manager 
8.17.3. Key Account Management Strategy  

8.18. Financial and Budgetary Management  

8.18.1. The Break-Even Point 
8.18.2. The Sales Budget Control of Management and of the Annual Sales Plan 
8.18.3. Financial Impact of Strategic Sales Decisions 
8.18.4. Cycle Management, Turnover, Profitability and Liquidity

Module 9. Innovation and Project Management

9.1. Innovation

9.1.1. Introduction to Innovation 
9.1.2. Innovation in the Entrepreneurial Ecosystem 
9.1.3. Instruments and Tools for the Business Innovation Process 

9.2. Innovation Strategy

9.2.1. Strategic Intelligence and Innovation 
9.2.2. Innovation from Strategy 

9.3. Project Management for Startups

9.3.1. Startup Concept
9.3.2. Lean Startup Philosophy
9.3.3. Stages of Startup Development
9.3.4. The Role of a Project Manager in a Startup

9.4. Business Model Design and Validation

9.4.1. Conceptual Framework of a Business Model 
9.4.2. Business Model Design and Validation 

9.5. Project Management

9.5.1. Project Management: Identification of Opportunities to Develop Corporate Innovation Projects 
9.5.2. Main stages or Phases in the Direction and Management of Innovation Projects 

9.6. Project Change Management: Training Management 

9.6.1. Concept of Change Management
9.6.2. The Change Management Process
9.6.3. Change Implementation

9.7. Project Communication Management

9.7.1. Project Communications Management
9.7.2. Key Concepts for Project Communications Management
9.7.3. Emerging Trends
9.7.4. Adaptations to Equipment
9.7.5. Planning Communications Management
9.7.6. Manage Communications
9.7.7. Monitoring Communications

9.8. Traditional and Innovative Methodologies

9.8.1. Innovative Methodologies
9.8.2. Basic Principles of Scrum
9.8.3. Differences between the Main Aspects of Scrum and Traditional Methodologies

9.9. Creation of a Startup

9.9.1. Creation of a Startup 
9.9.2. Organization and Culture
9.9.3. Top Ten Reasons Why Startups Fail 
9.9.4. Legal Aspects

9.10. Project Risk Management Planning

9.10.1. Risk Planning
9.10.2. Elements for Creating a Risk Management Plan
9.10.3. Tools for Creating a Risk Management Plan
9.10.4. Content of the Risk Management Plan

Module 10. Executive Management

10.1. General Management

10.1.1. The Concept of General Management  
10.1.2. The General Manager's Action 
10.1.3. The CEO and their Responsibilities 
10.1.4. Transforming the Work of Management 

10.2. Manager Functions:Organizational Culture and Approaches 

10.2.1. Manager Functions: Organizational Culture and Approaches 

10.3. Operations Management  

10.3.1. The Importance of Management 
10.3.2. Value Chain 
10.3.3. Quality Management 

10.4. Public Speaking and Spokesperson Education 

10.4.1. Interpersonal Communication 
10.4.2. Communication Skills and Influence 
10.4.3. Communication Barriers 

10.5. Personal and Organizational Communications Tools 

10.5.1. Interpersonal Communication 
10.5.2. Interpersonal Communication Tools 
10.5.3. Communication in the Organization 
10.5.4. Tools in the Organization 

10.6. Communication in Crisis Situations 

10.6.1. Crisis 
10.6.2. Phases of the Crisis 
10.6.3. Messages: Contents and Moments 

10.7. Preparation of a Crisis Plan 

10.7.1. Analysis of Possible Problems 
10.7.2. Planning 
10.7.3. Adequacy of Personnel 

10.8. Emotional Intelligence  

10.8.1. Emotional Intelligence and Communication 
10.8.2. Assertiveness, Empathy, and Active Listening 
10.8.3. Self-Esteem and Emotional Communication 

10.9. Personal Branding 

10.9.1. Strategies to Develop Personal Branding 
10.9.2. Personal Branding Laws 
10.9.3. Tools for Creating Personal Brands 

10.10. Leadership and Team Management 

10.10.1. Leadership and Leadership Styles 
10.10.2. Leader Capabilities and Challenges 
10.10.3. Managing Change Processes 
10.10.4. Managing Multicultural Teams

Module 11. Strategic Management in the Pharmaceutical and Biotechnology Industry 

11.1. Go-to-Market Strategies  

11.1.1. Market Research  
11.1.2. Strategic Partners  
11.1.3. Most Used Strategies  
11.1.4. Monitoring and Adaptation  

11.2. Strategic Management in the Pharmaceutical Company  

11.2.1. Management Levels  
11.2.2. Innovation  
11.2.3. Portfolio  
11.2.4. Acquisition  

11.3. Creating Corporate Value  

11.3.1. The 6 Types of Value Generation in the Company  
11.3.2. Performance in the Company  
11.3.3. Examples From the Sector  
11.3.4. Conclusions 

11.4. The Pharmaceutical and Biotechnology Business Environment  

11.4.1. VUCA Environment   
11.4.2. PESTEL Analysis  
11.4.3. M. Porter’s 5 Forces Analysis  
11.4.4. DAFO Analysis 

11.5. Internal Analysis  

11.5.1. Analysis of the Value Chain  
11.5.2. Analysis of Skills and Resources  
11.5.3. VRIO Analysis  
11.5.4. Conclusions 

11.6. Strategies of the Strategic Business Unit  

11.6.1. The Strategic Business Unit  
11.6.2. Competitive Advantage  
11.6.3. Types of Strategies According to their Competitive Advantage  
11.6.4. Conclusions 

11.7. Corporate Strategy and Diversification  

11.7.1. Corporate Strategy  
11.7.2. Business Portfolio Strategy  
11.7.3. Growth Strategy  
11.7.4. Most Used Strategies 

11.8. Internationalization Strategies  

11.8.1. International Strategy of a Company  
11.8.2. The Globalization of the Economy  
11.8.3. Risks of Internationalization  
11.8.4. Benefits of Internalization 

11.9. Strategic Alliances, Takeovers and Mergers  

11.9.1. External vs. Internal Growth Strategy  
11.9.2. Partnerships in the Pharmaceutical Industry  
11.9.3. Mergers in the Sector  
11.9.4. Sector Acquisitions 

11.10. Ethics and Corporate Social Responsibility  

11.10.1. Business Ethics  
11.10.2. Environmental Sustainability  
11.10.3. Social Responsibility  
11.10.4. Sustainable Ecology  

Module 12. Marketing in Pharma Biotech 

12.1. Omnichannel, Impacts and Engagement  

12.2.1. Impact Marketing  
12.2.2. General Channels and Social Networks  
12.2.3. Community Management:  
12.2.4. E-Detailing and CRM in the Digital Environment  
12.2.5. Programmed Advertising  
12.2.6. Analytics and Business Indicators 

12.2. Segmentation, Positioning and Targeting   

12.2.1. Segmentation   
12.2.2. The Positioning Map  
12.2.3. Targeting  
12.2.4. Conclusions 

12.3. Market Research   

12.3.1. The Marketing System  
12.3.2. Information Collection  
12.3.3. Research Process   
12.3.4. Conclusions 

12.4. Brand Management and Neuromarketing  

12.4.1. Branding  
12.4.2. Branding Types  
12.4.3. Neuromarketing and its Application in the Pharmaceutical Industry   
12.4.4. Conclusions 

12.5. Digital Marketing Plan  

12.5.1. Integrating Digital Marketing into the Global Marketing Strategy  
12.5.2. Community Manager  
12.5.3. Digital Marketing Plan  
12.5.4. Target Audience 

12.6. E-Commerce   

12.6.1. Conversion Funnel  
12.6.2. E-Commerce Promotion  
12.6.3. Metrics   
12.6.4. E-Commerce Platforms 

12.7. Digital Strategies  

12.7.1. Social Media Strategies Co-Creation of Content  
12.7.2. Content Marketing and Influencers  
12.7.3. Digital Marketing to Support Leadership of The Therapeutic Area  
12.7.4. Patient Association 

12.8. Design of Digital Programs  

12.8.1. Definition of Objectives   
12.8.2. Brand Strategy Support Programs: Disease Awareness, Switching and Engagement  
12.8.3. Digital Marketing and Sales Network  
12.8.4. Target 

12.9. Data Analytics and Artificial Intelligence  

12.9.1. Big Data Applications in the Pharmaceutical Industry  
12.9.2. Artificial Intelligence Tools as Diagnostic Support  
12.9.3. Artificial Intelligence Tools to Support Patient Management  
12.9.4. Latest Innovations 

12.10. Other Technologies  

12.10.1. Electronic Records and Data Collection of Information
12.10.2. Web 3.0 and New Trends in the Token Economy Impact on Pharmaceutical Industry  
12.10.3. Virtual, Augmented and Mixed Reality  
12.10.4. Metaverse 

Module 13. Human Resources Management

13.1. Personnel Selection 

13.1.1. Recruitment Process 
13.1.2. Resume Evaluation 
13.1.3. Interviews Selection 
13.1.4. Aptitude Tests and Psychometric Evaluations 

13.2. Compensation and Benefits 

13.2.1. Design of Compensation Systems 
13.2.2. Development of Variable Compensation
13.2.3. Benefits Design 
13.2.4. Emotional Salary 

13.3. Performance Management 

13.3.1. Performance Evaluation
13.3.2. Talent and Improvement Programs
13.3.3. Feedback Meetings 
13.3.4. Talent Retention and Loyalty Programs 

13.4. Emotional Intelligence in the Work Environment 

13.4.1. Emotional Awareness 
13.4.2. Emotional Management 
13.4.3. Empathy at Work 
13.4.4. Social Skills and Collaboration 

13.5. Training and Continuous Development 

13.5.1. Career Plans
13.5.2. Specific Skills Development 
13.5.3. Internal Promotion and Growth Opportunities 
13.5.4. Job Adaptation

13.6. Team Management and Leadership 

13.6.1. Effective Team Establishment 
13.6.2. Inspirational Leadership 
13.6.3. Effective Communication 
13.6.4. Conflict Resolution 

13.7. Organizational Adaptability and Flexibility 

13.7.1. Change Management 
13.7.2. Flexibility in Labor Policies 
13.7.3. Innovation in Human Resources 
13.7.4. Adaptation to New Technologies 

13.8. Diversity and Inclusion in the Workplace 

13.8.1. Diversity Promotion 
13.8.2. Equal Opportunity 
13.8.3. Creating Inclusive Environments 
13.8.4. Diversity Awareness and Training 

13.9. Positive Psychology at Work 

13.9.1. Positive Organizational Culture 
13.9.2. Workplace Well-Being 
13.9.3. Promotion of Positive Attitudes 
13.9.4. Resilience and Coping in the Workplace 

13.10. Technology and Human Resources 

13.10.1. Automation in Human Resources Processes 
13.10.2. Data Analysis for Decision Making 
13.10.3. Human Resources Management Tools 
13.10.4. Cybersecurity and Personal Data Protection 

Module 14. Digital Health Management: Technological Innovation in the Health Sector

14.1. Hospital Information Systems  

14.1.1. Implementation   
14.1.2. Hospital Information Systems Management  
14.1.3. Electronic Medical Records  
14.1.4. Information Systems Interoperability 

14.2. Telemedicine and Digital Health  

14.2.1. Remote Medical Consultations  
14.2.2. Tele-Monitoring Platforms   
14.2.3. Patient Monitoring  
14.2.4. Mobile Health and Wellness Applications 

14.3. Big Data and Data Analysis in Healthcare  

14.3.1. Management and Analysis of Large Volumes of Healthcare Data  
14.3.2. Use of Predictive Analytics for Decision Making  
14.3.3. Privacy    
14.3.4. Health Data Security 

14.4. Artificial Intelligence and Machine Learning in Healthcare  

14.4.1. Artificial Intelligence Applications in Medical Diagnostics  
14.4.2. Machine Learning Algorithms for Pattern Detection  
14.4.3. Chatbots   
14.4.4. Virtual Assistants in Medical Care 

14.5. The Internet of Things (IoT) in Health  

14.5.1. Connected Medical Devices and Remote Monitoring  
14.5.2. Intelligent Hospital Infrastructures  
14.5.3. IoT Applications in Inventory Management   
14.5.4. Supplies 

14.6. Cybersecurity in Healthcare  

14.6.1. Health Data Protection and Regulatory Compliance  
14.6.2. Prevention of Cyber Attacks   
14.6.3. Ransomware  
14.6.4. Security Audits and Incident Management 

14.7. Virtual Reality (RV) and Augmented Reality(RA) in Medicine  

14.7.1. Medical Training Using VR Simulators  
14.7.2. AR Applications in Assisted Surgery   
14.7.3. Surgical Guides  
14.7.4. VR Therapy and Rehabilitation 

14.8. Robotics in Medicine  

14.8.1. Use of Surgical Robots In Medical Procedures  
14.8.2. Task Automation in Hospitals and Laboratories  
14.8.3. Prosthesis 
14.8.4. Robotic Assistance In Rehabilitation 

14.9. Medical Images Analysis  

14.9.1. Medical Image Processing and Computational Analysis  
14.9.2. Computer-Aided Image Diagnosis  
14.9.3. Real-Time Medical Imaging   
14.9.4. 3D 

14.10. Blockchain in Healthcare  

14.10.1. Security and Traceability of Health Data with Blockchain  
14.10.2. Exchange of Medical Information between Institutions  
14.10.3. Management of Informed Consent   
14.10.4. Privacy

Module 15. (market access) (1). Organization and Processes

15.1. Market Access In the Pharmaceutical Industry  

15.1.1. What Do We Mean By Market Access?  
15.1.2. Why Is a Market Access Department Necessary?  
15.1.3. Market Access Department Functions  
15.1.4. Conclusions  

15.2. Authorization and Registration of New Medicines  

15.2.1. Health Authorities  
15.2.2. European Medicines Agency (EMA)   
15.2.3. Ministry of Health  
15.2.4. New Drug Marketing Authorization Process: Centralized, Decentralized and Mutual Recognition Processes 

15.3. Evaluation of New Drugs  

15.3.1. Health Technology Assessment Agencies  
15.3.2. International  
15.3.3. Europe  
15.3.4. Therapeutic Positioning Reports (TPR)  
15.3.5. Decision Makers and Influencers  

15.4. Other New Drug Evaluations  

15.4.1. GENESIS Group Evaluations  
15.4.2. Regional Evaluations  
15.4.3. Evaluations in Hospital Pharmacies: Pharmacy and Therapeutics Committees  
15.4.4. Other Evaluations 

15.5. From Drug Approval to Availability to The Patient  

15.5.1. New Drug Pricing and Reimbursement Application Process  
15.5.2. Marketing and Financing Conditions  
15.5.3. Procedure for Access to Medicines at Hospital Level  
15.5.4. Access Procedure for Drugs Dispensed in Street Pharmacies  
15.5.5. Access to Generic and Biosimilar Drugs  

15.6. Drug Financing  

15.6.1. Traditional Versus New Financing Schemes  
15.6.2. Innovative Agreements  
15.6.3. Risk Sharing Agreements (RSAs)  
15.6.4. Types of RSA  
15.6.5. Criteria for RSA Selection 

15.7. Drug Purchasing Process  

15.7.1. Public Contracting  
15.7.2. Centralized Purchasing of Medicines and Health Products  
15.7.3. Framework Agreements  
15.7.4. Conclusions  

15.8. Market Access Department (1) Professional Profiles   

15.8.1. Evolution of the Market Access Professional Profiles  
15.8.2. Professional Profiles in Market Access   
15.8.3. Market Access Manager  
15.8.4. Pharmacoeconomics  
15.8.5. Pricing  
15.8.6. Key Account Manager 

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

15.9.1. Marketing and Sales  
15.9.2. Medical Department  
15.9.3. Institutional Relations  
15.9.4. Regulatory  
15.9.5. Communication  

Module 16. (market access) (2). Tools and Strategy

16.1. Market Access Planning for a Drug  

16.1.1. Analysis of the Current Scenario: Disease Management, Competitors  
16.1.2. Region and Account Segmentation  
16.1.3. Scientific Societies  
16.1.4. Patient Associations  
16.1.5. Designing the Corporate Strategy:  
16.1.6. Strategy Implementation Chronology 

16.2. Market Access Management of a Drug  

16.2.1. Access Management at Regional Level  
16.2.2. Access to The Hospital Drug Market Hospital Pharmacy Management and Strategy  
16.2.3. Access to the Street Pharmacy Drug Market  
16.2.4. Primary Care Pharmacist Management and Strategy 

16.3. Clinical Value of a Drug  

16.3.1. Value Based on Clinical Development   
16.3.2. Real Life Studies   
16.3.3. (RWD/RWE)  
16.3.4. Conclusions 

16.4. Value Perceived by the Patient  

16.4.1. (Patient Reported Outcomes, PRO)  
16.4.2. Health-Related Quality of Life (HRQOL)  
16.4.3. Treatment Satisfaction  
16.4.4. Incorporation of Patient Preferences 

16.5. Economic Analysis Types  

16.5.1. Types of Economic Analysis  
16.5.2. Parameters to be Defined    
16.5.3. Partial Economic Assessments  
16.5.4. Costs and Burden of the Disease  
16.5.5. Cost Consequence 

16.6. Economic Analysis Studies  

16.6.1. Budget Impact Studies  
16.6.2. Market Growth  
16.6.3. Associated Risks  

16.7. Economic Analysis Assessments  

16.7.1. Full Economic Assessments  
16.7.2. Cost-Effectiveness Analysis  
16.7.3. Cost-Utility Analysis  
16.7.4. Cost-Benefit Analysis  
16.7.5. Decision Rules 

16.8. Drug Value Dossier  

16.8.1. Value Dossier Contents  
16.8.2. The Clinical Value of the Drug  
16.8.3. The Economic Value of the Drug  
16.8.4. Demonstrating the Value of the Drug to the Health Care System   
16.8.5. Adaptation of the Dossier to the Different Autonomous Communities 

16.9. Documents Required for the Price And Reimbursement Request   

16.9.1. Documentation Requirements  
16.9.2. Optional Documents  
16.9.3. Price Documents  
16.9.4. Reimbursement Documents 

16.10. New Trends  

16.10.1. Value-Based Purchasing  
16.10.2. Multi-Criteria Analysis (MCA)  
16.10.3. Innovative Public Procurement  
16.10.4. Latest Trends  

Module 17. Integral Coaching in Pharma Biotech

17.1. Basics of Coaching in Pharma Biotech  

17.1.1. Coaching Skills and Ethics  
17.1.2. The Essence Of Coaching  
17.1.3. Learning To Learn  
17.1.4. Recommended Film: Way of the Peaceful Warrior 

17.2. The Coaching Process Schools and Models  

17.2.1. North American Coaching Contributions  
17.2.2. Contributions of Humanistic-European Coaching  
17.2.3. Ontological Coaching Contributions  
17.2.4. Conclusions 

17.3. The Coachee-Client  

17.3.1. Present - Breakdown - Objectives  
17.3.2. 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  
17.3.3. Know the Current Situation Through the Tool "THE WAY OF PROFESSIONAL LIFE"  
17.3.4. Conclusions 

17.4. Ideal Situation  

17.4.1. Where I Am Going  
17.4.2. Identify Goal, Vision and Clarification Objectives Both as an Individual Professional and as a Team Coordinator  
17.4.3. Grow Model  
17.4.4. Example: Where You Want to Have Each Member of Your Team through a Mandala 

17.5. The Technique Our Mind  

17.5.1. Mental Models  
17.5.2. Observe, Distinguish  
17.5.3. Beliefs, Judgments  
17.5.4. Facts and Opinions 

17.6. The Technique The Language  

17.6.1. Basic Postulates of the Ontology of Language according to Rafael Echevarría  
17.6.2. Competence of Listening, Silence and Speech  
17.6.3. Recommended Books  
17.6.4. Rafael Echevarría. Ontology of Language  
17.6.5. Leonardo Wolk The Art of Blowing Embers 

17.7. The Technique Emotion  

17.7.1. Management and Emotional Intelligence  
17.7.2. Legitimizing Emotion in order to Manage It from the Linguistic Dimensions   
17.7.3. Emotional  
17.7.4. Conclusions 

17.8. Technique - Corporeality  

17.8.1. Who Am I from My Body?  
17.8.2. Posture and Movement  
17.8.3. Trends that Support or Block Conversations with the Body  
17.8.4. Conclusions 

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

17.9.1. Determine the Profile of our Customer and Design a Plan of Action  
17.9.2. Coaching Questions to Reconnect  
17.9.3. Coaching Questions to Change Perspective  
17.9.4. Coaching Questions for Awareness  
17.9.5. Coaching Questions to Create Action  
17.9.6. Coaching Questions for Goal Setting  
17.9.7. Coaching Questions to Design an Action Plan  
17.9.8. Coaching Questions for the Client to Find their Own Solutions 

17.10. The Action  

17.10.1. Phases of the Action Plan  
17.10.2. Accompaniment  
17.10.3. Monitoring   
17.10.4. Commitment  
17.10.5. How to Elaborate an Action Plan with Each Delegate of Your Team  

Module 18. The Medical Department

18.1. Medical Department  

18.1.1. General Structure of the Medical Department in Different Companies  
18.1.2. Purpose and Functions of the Department  
18.1.3. Roles in the Medical Department  
18.1.4. How They Relate to Other Departments: Marketing, Access, Sales, etc.
18.1.5. Career Opportunities for the Medical Department in the Pharmaceutical Industry 

18.2. Clinical Trials  

18.2.1. Fundamentals of Clinical Development  
18.2.2. Legislation in Clinical Trials  
18.2.3. Types of Clinical Trials  
18.2.4. Clinical Trials Phases  

18.2.4.1. Phase I Clinical Studies  
18.2.4.2. Phase II Clinical Studies   
18.2.4.3. Phase III Clinical Studies  
18.2.4.4. Phase IV Clinical Studies 

18.3. Clinical Trial Methodology  

18.3.1. Clinical Trial Design  
18.3.2. Stages in the Development of Clinical Trials  
18.3.3. Clinical Trials Viability  
18.3.4. Identification and Selection of Centers and Researchers  
18.3.5. Recruitment Materials and Strategies  
18.3.6. Contracts with Research Centers  
18.3.7. Protocol  
18.3.8. Patient Information Sheet and Informed Consent 

18.4. Trial Monitoring: Monitoring and Control  

18.4.1. Monitoring Visit  

18.4.1.1. Pre-Study Visit  
18.4.1.2. Initiation Visit  
18.4.1.3. Monitoring Visit  
18.4.1.4. Closing Visit  

18.4.2. Remote Monitoring  
18.4.3. Monitoring Visit Reports  
18.4.4. Data Management Obtaining Results 

18.5. Real Clinical Practice Studies RWE  

18.5.1. RWE Studies: Design, Analysis, Minimization of Bias  
18.5.2. Types of RWE Studies  
18.5.3. Integration in the Medical Plan  
18.5.4. Inquiry and Communication of Results  
18.5.5. Current Challenges in the Use of Evidence and Knowledge of RWE  
18.5.6. How RWE Can Support Decision Making throughout the Product Life Cycle  
18.5.7. Investigator Initiated Studies/Trials and Research Collaborations 

18.6. The Medical Affairs Department    

18.6.1. What is the Medical Affairs Department?  

18.6.1.1. Purpose and Functions of the Department    
18.6.1.2. General Structure of the Department in Different Companies   
18.6.1.3. Interactions Between Medical Affairs And Other Departments (Clinical Operations & Commercial Departments)  
18.6.1.4. The Relationship of Medical Issues in Terms of Product Life Cycle  

18.6.2. Creation of State-of-the-Art Data Generation Programs  
18.6.3. Medical's Co-Leadership Role   
18.6.4. Affairs in Multifunctional Pharmaceutical Organizations 

18.7 Roles in the Medical Affairs Department  

18.7.1. Role of the Medical Advisor  
18.7.2. Functions of the Medical Advisor  
18.7.3. Participation Tactics with HCP  

18.7.3.1. Advisory Board and Promotion Programs  
18.7.3.2. Scientific Publications  
18.7.3.3. Planning of Scientific Congresses  

18.7.4. Elaboration of a Medical Communication Plan  
18.7.5. Design of Medical Product Strategy  
18.7.6. Management of Medical Projects and Studies Based on Real Clinical Practice Data (RWE)  
18.7.7. Role of the Medical Science Liaison  

18.7.7.1. MSL Functions: Medical Communication and Interlocutors  
18.7.7.2. Implementation of Medical Projects and Territorial Management  
18.7.7.3. Investigator Initiated Studies/Trials and Research Collaborations  
18.7.7.4. Scientific Communication and Insights Gathering 

18.8. Compliance In the Medical Affairs Department  

18.8.1. Concept of Compliance in the Medical Department  

18.8.1.1. Promotion of Prescription Drugs  
18.8.1.2. Interrelation with Health Professionals and Organizations  
18.8.1.3. Interrelation with Patient Organizations  

18.8.2. Definition of On Label/Off Label  
18.8.3. Differences Between Commercial Department and Medical Affairs  
18.8.4. Code of Good Clinical Practice in Medical Promotion and Information 

18.9. Medical Reports  

18.9.1. Comprehensive Communication Plan  
18.9.2. Media and Omnichannel Plan  
18.9.3. Integration of The Communication Plan in Medical Plan  
18.9.4. Information Resources in Biomedicine  

18.9.4.1. International Sources: Pubmed, Embase, WOS, etc 
18.9.4.2. Sources in Latin America: Indexes CSIC, Ibecs,LILACS, etc. 
18.9.4.3. Sources for Locating Clinical Trials: WHO, ClinicalTrials, Cochrane CENTRAL, etc. 
18.9.4.4. Drug Information Sources: Bot Plus Web, FDA, etc
18.9.4.5. Other Resources Official Bodies, Web Pages, Scientific Societies, Associations, Evaluation Agencies, etc.

18.10. Pharmacovigilance  

18.10.1. Pharmacovigilance in Clinical Trials  

18.10.1.1. Management of Adverse Events   

18.10.2. Notification of Adverse Events, Eudravigilance   
18.10.3. Periodic Security Reports   
18.10.4. Pharmacovigilance in Other Clinical Trials: Post-Authorization Studies

Module 19. Team Leadership in Pharma

19.1. Leadership  

19.1.1. Introduction to Leadership  
19.1.2. Power and Influence  
19.1.3. What is Leadership?  
19.1.4. Conclusions 

19.2. Leadership Theory  

19.2.1. Leadership Process  
19.2.2. Leadership Styles  
19.2.3. Leadership Models   
19.2.4. Evolution 

19.3. Leadership Skills  

19.3.1. Communication  
19.3.2. Commitment  
19.3.3. Motivation  
19.3.4. Decision Making 

19.4. Team Management  

19.4.1. Organization  
19.4.2. Time Management  
19.4.3. Planning and Objectives  
19.4.4. Equipment Assessment 

19.5. Skills for Team Management  

19.5.1. Goals  
19.5.2. Objectives  
19.5.3. Time Management  
19.5.4. Problem Management 

19.6. Decision Making  

19.6.1. Process  
19.6.2. Team Decision-Making  
19.6.3. Strategic Decisions  
19.6.4. Ethical Decisions 

19.7. Communication, Part of Success  

19.7.1. External Communication  
19.7.2. Internal Communication  
19.7.3. Crisis Communication  
19.7.4. Intercultural Communication 

19.8. Negotiation and Conflict Management  

19.8.1. Communication Strategies  
19.8.2. Skills   
19.8.3. Conflict Management  
19.8.4. Team Negotiation 

19.9. People Development  

19.9.1. Equipment  
19.9.2. Motivation  
19.9.3. Visibility  
19.9.4. Conclusions 

19.10. Common Objective, Project Development  

19.10.1. Common Objective, Which Is  
19.10.2. Multidisciplinary Teams  
19.10.3. Alliance Building  
19.10.4. Most Used Strategies 

Module 20. The Business Plan in the Territory

20.1. The Business Plan  

20.1.1. What is a Business Plan?  
20.1.2. Purpose and Objectives of a Business Plan  
20.1.3. Why is a Business Plan Important?  
20.1.4. When to Make a Business Plan 

20.2. Context of the Pharmaceutical Industry  

20.2.1. Structural Situation of the Pharmaceutical Industry  
20.2.2. Key People and Departments in the Development of a Plan of Action 
20.2.3. General Management  

20.2.3.1. Sales Management  
20.2.3.2. The Marketing Department  
20.2.3.3. Medical Department  
20.2.3.4. The Financial Department  
20.2.3.5. The Regulatory Department  

20.2.4. Current Challenges of the Pharmaceutical Industry  

20.3. Stages for Defining a Business Plan  

20.3.1. Defining Objectives  
20.3.2. Description of the Product: Key Attributes  
20.3.3. What Information do I need to Make a Plan?  
20.3.4. Alignment with Strategy  
20.3.5. Define Timings  
20.3.6. Define Resources  
20.3.7. Establish Results 

20.4. Business and Marketing Plan  

20.4.1. Commercial Resources to Establish a Plan  
20.4.2. Choice of the Plan According to Our Objective  
20.4.3. Marketing Strategy Alignment  
20.4.4. Marketing Resources as Leverage  

20.5. Customer Analysis  

20.5.1. Customer Relationship Management  
20.5.2. Identifying Customer Needs  
20.5.3. Communication With Client  
20.5.4. Conclusions 

20.6. Competitive Analysis  

20.6.1. Market Segmentation  
20.6.2. Competitive Analysis of Your Product  
20.6.3. Commercial Strategies Facing the Competition  
20.6.4. Expansion Plans  
20.6.5. Defense Plans 

20.7. Economic Analysis of the Business Plan  

20.7.1. Estimation of Costs and Objectives  
20.7.2. Investment Sources and Strategies   
20.7.3. Financial Risk Analysis  
20.7.4. Assessment of Return of Investment 

20.8. Implementation and Follow-Up of the Business Plan  

20.8.1. Agenda of the Business Plan  
20.8.2. Process Monitoring and Review Mechanisms According to Evolution  
20.8.3. KPI: Objective Performance Indicators  
20.8.4. Conclusions 

20.9. Final Analysis of the Business Plan  

20.9.2. Meeting Deadlines  
20.9.3. Result Analysis  
20.9.4. Budget Analysis 

20.10. Pharma Biotech Marketing Plan 

20.10.1. Market Analysis 
20.10.2. Competition 
20.10.3. Target Audience 
20.10.4. Brand Positioning 

You will address quality management, implementing sustainable business practices, and understanding emerging trends in the biotechnology and pharmaceutical field”