Universitat Internacional de Catalunya
Administration and Management of Biomedical Companies
Other languages of instruction: Catalan, English
Teaching staff
Questions will be resolved before or after class. To resolve non-face-to-face questions, they will be done by videoconference.
Introduction
The course is aimed at showing the key elements in the administration and management of biomedical companies. Throughout the course, the aspects that are introduced in the course "Entrepreneurship and Innovation" will be studied in depth and will focus even more on the biomedical company.
Pre-course requirements
Entrepreneurship and Innovation
Objectives
- To know the key concepts for the strategic management of biomedical companies.
- To know the key concepts of business finance.
- To know the key concepts of marketing with special incidence in the development of the product.
- To know the key concepts about management skills and negotiation.
Competences/Learning outcomes of the degree programme
CB1: That students have demonstrated to possess and understand knowledge in an area of study that starts from the base of general secondary education, and is usually found at a level that, although supported by advanced textbooks, also includes some aspects They involve knowledge coming from the cutting edge of your field of study.
CB3: That students have the ability to gather and interpret relevant data (usually within their study area) to make judgments that include a reflection on relevant issues of a social, scientific or ethical nature.
CB4: That students can transmit information, ideas, problems and solutions to both specialized and non-specialized audiences.
CG11: Recognizing basic concepts from different fields related to biomedical sciences.
CE19: Recognizing the principles of biomedical sciences related to health and learn to work in any field of Biomedical Sciences (biomedical company, bioinformatics laboratories, research laboratories, clinical analysis company, etc.
CT1: Developing the capacity for organization and planning appropriate to the moment.
CT3: Developing the capacity for analysis and synthesis.
Learning outcomes of the subject
At the end of the course, the student:
- Uses information as a strategic tool in business management and technological development.
- Demonstrates autonomy and critical sense in the interpretation of information.
- Understands business management and administration strategies, knows how to use business plans as a work tool.
- Learns about the different types of biomedical companies, including hospital management, biomedical startups, pharmaceutical companies and other types of service companies.
- Knows the key concepts in the management of people in the biomedical field.
- Knows the key principles of business finance.
- Knows the key principles of marketing and, with a special incidence, the product development processes.
- Knows the basics of management skills and the key principles of negotiation.
Syllabus
1. Business strategy
- Introduction
- Canvas
- Mission, vision, values
- External analysis (PESTLE, Porter's 5 Forces)
- Internal analysis (Porter's value chain, VRIO model, SWOT)
- Competitive strategy
- Expansion, diversification and cooperation
- McKinsey 7S model
- Leadership and styles
2. Marketing
- Introduction
- Marketing mix (4P)
i. Product
ii. Price
iii. Placement
iv. Promotion
v. Others
- Pharmaceutical Market (Rx, Spain)
- Marketing plan
- Market definition (Patients, stakeholders, competitors)
- Segmentation and Targeting
- Medical Marketing (KOL, RWE, Pre-Launch, Post-Launch)
- Omnichannel
- Strategic framework
- Structure (Staff and Sales Force).
- Tactical plan (Pre & Post launch investments, projects)
- Access to the market (National, Regional, Hospital/Retail & Barriers)
- Contingency plan
- Life cycle management
- Timeline and Conclusions
3. Finance for non-financial pharma marketers
- Introduction: From an account to global sales
- Financial Monitoring: Budget, T1, T2, Forecast, Strategic Plan...
- Stock value analysis
- P&L
- Balance sheet
- Income statement
- Cash Flow
4. Management Skills
- Typology: Group, Interpersonal and Personal
- Self-knowledge: Disc Model
5. Negotiation
- Introduction
- Process in negotiation
- Types of negotiations and negotiators
Teaching and learning activities
In person
Lectures: 50-minute presentation of a theoretical topic by the teacher.
Clinical cases or case methods (CM): Approach to a real or imaginary situation. Students work on the questions formulated in small groups or in active interaction with the teacher and the answers are discussed. The teacher intervenes actively and, if necessary, contributes new knowledge.
Virtual education (EV): Online material that the student can consult from any computer, at any time and that will contribute to the self-learning of concepts related to the subject.
Evaluation systems and criteria
In person
- Students in first call:
Class participation and attitude: 10%
Works and/or presentations during the practical cases: 40%
Final exam: 50%. To be able to average, in the final exam a minimum grade of 4 must be obtained.
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Students in second or subsequent call: the class participation and attitude grade will be saved.
The presentation of a practical case in the second call may only aspire to a maximum grade of 6 out of 10.
General points to keep in mind about the evaluation system:
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Attendance to at least 75% of lessons (CM and Lectures) is mandatory.
- Class participation is understood to be the contribution of interesting ideas or the raising of pertinent questions that help to improve the quality of the session, whether it is a lecture or case methods.
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Assistants will have to be governed by the norms indicated by the professors.
Bibliography and resources
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The Enterpreneur’s Guide to a Biotech Startup. Peter Kolchinsky. www.evelexa.com . Free download: https://www.ctsi.ucla.edu/researcher-resources/files/view/docs/EGBS4_Kolchinsky.pdf
Evaluation period
- E1 18/01/2024 A10 14:00h
- R1 25/01/2024 A10 18:00h