MBA Programme 2006/2007 Period 3 /5 – May/June

Pharmaceutical Marketing Strategy Professor: Reinhard Angelmar reinhard.angelmar@insead.edu PMLS 1.19 Ext 2641

Assistant: Georgette Duprat georgette.duprat@insead.edu PMLS OSP A 1.07 Ext 4267

Course Objectives and Target Audience

The aim of this course is to provide students with an understanding of the prescription pharmaceutical industry, the context in which it is operating, and concepts for marketing decision making in different phases of the category and product life cycle, to enhance their ability for effective marketing decision making in the industry.

The course is designed with three groups of students in mind:

1. Students interested in working for pharmaceutical companies in all segments of the industry (pharmaceuticals, biotechnology, generics).

2. Students interested in working for suppliers of products and services to the pharmaceutical industry. The pharmaceutical industry purchases products and services from a broad range of suppliers, including:

• Consultants and information service providers: the pharmaceutical industry is a major customer for consulting companies and data/market research providers.

• Suppliers of R&D and manufacturing services, e.g., companies specializing in medicine discovery technologies, medicine development, or medicine manufacturing.

• Communication, advertising, and P.R. companies: traditionally of interest only to specialized healthcare communication boutiques, the rise of direct­to­consumer communication is turning pharmaceuticals into a major client industry for all advertising/communication agencies.

3. Finally, the course is also potentially relevant for students interested in working for some other player in the healthcare industry such as public or private insurers, hospitals, or governmental organizations involved in the healthcare system.

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Course Overview : Pharmaceutical Marketing Strategy

Class Date Topic Case / Guest Speaker PART I: THE ENVIRONMENT FOR PHARMACEUTICAL MARKETING

1 Tue 8 May 12.00­13.30

The healthcare environment

2 Thu 10 May 1730­19.00

Pricing & reimbursement I Dr. J. Grüger (Novartis)

3 Tue 15 May 17.30­19.00

Pricing & reimbursement II NICE case Dr. J. Napier (Schering)

4 Tue 17 May 12.00­13.30

The pharmaceutical market

PART II: DEVELOPING PHARMACEUTICAL MARKETING STRATEGY 5 Fri 18 May

8.30­10.00 Market segmentation

6 Tue 22 May 17.30­19.00

Segmentation and positioning: primary care

Cialis case L. Ruby­Bernier (Lilly)

7 Thu 24 May 14.00­15.30

Marketing resource allocation Syntex (A) case

8 Tue 29 May 12.00­13.30

Social network analysis: pharmaceutical applications

Dr. A. Penk (Pfizer)

9 Thu 31 May 14.00­15.30

Segmentation and positioning: hospital care

Amgen case E. Skullerud (Amgen)

10 Tue 5 June 14.00­15.30

The pharmaceutical promotion mix

PART III: PHARMACEUTICAL MARKETING STRATEGY OVER THE PRODUCT CATEGORY / PRODUCT LIFE CYCLE, AND IN A THERAPEUTIC AREA

11 Thu 7 June 12.00­13.30

Creating a new category Celebrex case

12 Tue 12 June 8.30­10.00

Corporate Social Responsibility (CSR) issues in the pharmaceutical industry

13 Thu 14 June 14.00­15.30

Entering a category as a follower Lipitor case

14 Tue 19 June 14.00­15.30

Generics M­J. Baud (Sandoz)

15 Thu 21 June 14.00­15.30

Managing a therapeutic franchise Eli Lilly diabetes case

PART IV: PHARMACEUTICAL MARKETING ORGANIZATION 16 Tue 26 June

14.00­15.30 Pan­regional marketing Lilly CCE Case

Dr. J. Günther & Dr. J. Raths (Lilly CCE)

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Evaluation

Your grade will be based on three elements: • Class participation 20% • Individual case write­up 20% • Project 60%

Individual case write­up You can choose any of the following cases / case questions for a write­up:

• NICE : Multiple Sclerosis UK • Cialis • Amgen Europe in the Renal Anaemia Treatment Market • Syntex (A) • Celebrex: Question 2 • Celebrex : Question 3 • Lipitor (A): Question 2 • Lipitor (B): Question 1 • Lipitor (B): Question 2 • Eli Lilly and Company: Innovation in diabetes care

The write­up should not exceed five pages of text (12 point font, double spaced), plus exhibits, and must be turned in by the beginning of the class for which the case is scheduled. You should also be prepared to make a powerpoint slide presentation on your write­up. By Thursday May 10 please send an e­mail to Georgette Duprat stating your 1 st , 2 nd , and 3 rd preference for the write­up. I will then make the assignments, taking your preferences into account, while ensuring that there is a similar number of students for each write­up.

Project The project may be carried out individually or in a group (maximum five students per group). Reports may not be longer than 30 pages (12 point font, double spaced), plus exhibits. Two types of projects are possible:

• The analysis of a real pharmaceutical marketing situation or issue. The report can be based on your own experience, published information, and/or on information you gather through interviews.

• The analysis of a more general pharmaceutical marketing issue.

You should submit a short description of your project by Monday, May 21. The deadline for submitting the completed project is Wednesday, June 27.

Here is a list of general pharmaceutical marketing issues to stimulate your thinking. You are by no means limited to these topics: ­ Dealing with regulators (governments, senior civil servants, etc.), marketing authorization authorities (e.g., EMEA, FDA), and payers (e.g., insurance companies) as customers

­ The impact of regionalization of health care authorities (e.g., Italy, Spain) on pharmaceutical marketing

­ Key pharmaceutical marketing challenges in China, India, etc… ­ Marketing to managed care organizations ­ The role and management of the pharmaceutical industry’s image ­ Obtaining desired prices and reimbursement conditions for “life style” drugs ­ Innovative pricing schemes: e.g., outcome guarantees; risk­sharing ­ How to increase consumers’ willingness to pay a price premium for a brand? ­ Suppose gross margins were only 50%. How would pharmaceutical marketing change?

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­ Successful marketing strategies for a small company in the GP market ­ Key success factors in co­marketing and co­promotion ­ Pharmaceutical branding policies: when is which branding policy recommended? ­ The role of the corporate brand in pharmaceutical marketing ­ When to do global, regional, or local marketing (branding, positioning, etc...)? ­ Pharmaceutical marketing in Europe: are country marketing organizations necessary? ­ Managing opinion leaders ­ How to deal with unfavorable results from a major clinical study? ­ Creating a market for a poorly known and understood disease ­ Creating a market for a new drug class (category) ­ Managing “mirrored” sales forces ­ When and how to implement key account management? ­ Suppose each physician could be visited only once a year by a pharmaceutical company, with the visit lasting a maximum 30 minutes. How would this change pharmaceutical marketing?

­ Suppose all physicians were to use electronic prescribing (they key in diagnostic information, and get a small list of recommended drugs). How would this change pharmaceutical marketing?

­ What are the implications for pharmaceutical marketing of having a broad range of information (prescriptions, promotional actions by all competitors, etc.) on individual physicians?

­ What is the role of samples throughout the product life cycle, and what are optimal sampling policies?

­ Differentiating through non­product means (e.g., services) ­ Communicating with patients when direct­to­consumer communication is not allowed ­ One­to­one marketing in the pharmaceutical industry ­ Integrated communication programs: managing all communications toward physicians in an integrated way; managing communications toward different stakeholders in an integrated way

­ Disease franchise management: managing a line of products/services in the same disease area

­ Incumbent strategies for dealing with a new competing product with superior performance on key attributes

­ Successful entry strategies for a me­too product ­ Designing and implementing product switching strategies to counter patent expiry (e.g., Losec ­ Nexium)

­ Successful strategies for branded products when patents expire ­ Should research­based pharmaceutical manufacturers also offer generics? If so, how? ­ Successful marketing strategies for generics manufacturers ­ Enhancing customer focus in pharmaceutical companies ­ What is the potential contribution of increasing coordination across healthcare markets: prescription medicines, OTC products, diagnostics, and medical devices?

PART I : THE ENVIRONMENT FOR PHARMACEUTICAL MARKETING

Class 1: The Healthcare Environment Pharmaceutical marketing is strongly shaped by the characteristics of the healthcare systems in which pharmaceutical companies operate.

The main topics discussed during this class will be: • Key characteristics of the healthcare environment • Trends in the demand for healthcare products and services

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• What is different about pharmaceutical marketing?

Required reading: • “The Healthcare Environment,” Chapter 1 in D. Dogramatzis, Pharmaceutical

Marketing, Denver: Interpharm Press, 2002, pp. 3­21.

Optional reading: • Chapter 4, “Health care spending: the quest for affordable costs and sustainable

financing,” pp. 77­93, in Towards High­Performing Health Systems, OECD, 2004, ISBN 92­64­01555­8.

Note: you should send an e­mail to Georgette Duprat by Thursday, May 10 latest, stating your 1 st , 2 nd , and 3 rd preference for the case write­up.

Class 2: Pricing & Reimbursement I Who pays how much for prescription pharmaceuticals varies significantly across countries. In many countries, third­party payers such as public or private insurance organizations pay for the bulk of the medicine expenditures. Growing concern with the rising cost of medicines is making the pricing and reimbursement discussions between pharmaceutical firms and third­ party insurers increasingly complex. The pricing function, therefore, is of vital importance for pharmaceutical companies.

Guest speaker: • Dr. Jens Grüger, Global Head, Pricing & Market Access, Novartis

Required reading: • Deutsche Bank AG/London, “Funding and pricing of pharmaceuticals,” in Global

Pharmaceuticals, 5 August 2005, pp. 71­84.

Class 3: Pricing & Reimbursement II Following the lead of NICE (National Institute for Health and Clinical Excellence) in the UK, payers in a growing number of countries use cost­effectiveness (pharmaco­economic) analyses when making market access decisions.

Case Study: NICE or Nasty? Access and Reimbursement of Multiple Sclerosis Medicines in the UK

Discussion Questions: • What are the pros and cons of the NICE technology appraisal process for patients,

physicians, the NHS and pharmaceutical companies? • What are the pros and cons of the risk­sharing scheme for patients, physicians, the

NHS and pharmaceutical companies? • How should companies adapt their product development and launch strategies to the

NICE technology appraisal process? • Should every country set up a similar process? • • Guest speaker: • Dr Jacqueline C. Napier, Medical Director, Specialised Therapeutics, Schering UK

Optional reading: • Office of Fair Trading, Annexe L: Evaluation of options for reform to the PPRS,

February 2007 (OFT8851).

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Class 4: The Pharmaceutical Market Pharmaceutical sales are quite concentrated: a small number of countries, categories, and products account for a high share of the industry’s sales. On the supply side, despite the large number of recent mergers, the industry is still quite fragmented overall, although concentration in specific product classes tends to be high. The industry is generally considered to be highly profitable, although this may reflect flawed accounting practices instead of true economic profitability. The forces shaping industry profitability are changing, posing threats to future profitability. New technologies may change the bases for competition, lead to market fragmentation, and provide alternatives to the current “blockbuster” model.

Topics that will be discussed during this class include: • The structure of demand for pharmaceuticals • The structure of the pharmaceutical industry • Industry profitability, and the forces shaping it • New technologies and their potential impact on the pharmaceutical market

Required reading: • Deutsche Bank AG/London, “Overview,” in Global Pharmaceuticals, 5 August 2005,

pp. 6­35.

PART II : DEVELOPING PHARMACEUTICAL MARKETING STRATEGY

Class 5: Market segmentation Market segmentation can be done for physicians, patients, payers, and other stakeholder groups. Physician segmentation is particularly important for two reasons: 1. Physicians vary widely in their prescription volume, the major determinant of a physician’s value to a pharmaceutical company. This makes the precise targeting of marketing effort essential. 2. Different physicians have different needs, expectations, attitudes, and other characteristics which influence their response to marketing stimuli. Segmentation, therefore, is vital for an appropriate tailoring/customization of the marketing mix.

Required readings: • F.J. Mulhern, “Customer profitability analysis: Measurement, concentration, and

research directions,” Journal of Interactive Marketing, 13, 1, Winter 1999, pp. 25­40. • R. Brand & P. Kumar, “Detailing gets personal,” Pharmaceutical Executive, 23, 8,

August 2003, pp. 66­94. Optional readings:

• “Patients and customers: The inner circles,” from M.C. Smith et al., Pharmaceutical Marketing, New York: The Haworth Press, 2002, pp.18­42.

• “Secondary Data from Commercial Suppliers,” from M.C. Smith et al., Pharmaceutical Marketing, New York: The Haworth Press, 2002, pp.77­87.

Note: you should submit, by Monday, May 21 latest, a short (half­page) description of your project

Class 6: Segmentation and Positioning: Primary Care Having defined the target customers, the main challenge consists in influencing their behavior. Effective positioning is one of the key tools for achieving this.

Case: Product Team Cialis: Getting Ready to Market (HBS 9­505­038, Rev. March 27, 2006)

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Discussion Questions: • What should be the target market for Cialis? • What are the main positioning options for Cialis, their pros and cons, and what

positioning would you recommend?

Guest Speaker: • Laurence Ruby­Bernier, Marketing Manager, Lilly France

Optional reading: • “Positioning, Targeting, Profiling,” Chapter 8 in D. Dogramatzis, Pharmaceutical

Marketing, Denver: Interpharm Press, 2002, pp. 125­135.

Class 7: Marketing Resource Allocation In this class, we will discuss the key concepts for allocating resources across marketing instruments, customers, and products. The “Syntex (A)” case will serve as a concrete example of how these concepts can be applied to allocate sales force resources across customer segments and products.

Case: Syntex Laboratories (A) (HBS 9­584­033, Rev. October 18, 1984)

Discussion Questions (Case Syntex Laboratories): How many sales representatives should Syntex Labs have during 1983, 1984, and 1985? Why?

• How would you allocate the sales representatives to the products, and to the physician specialties?

• What issues do you foresee in the implementation of your recommendations? How would you deal with these issues?

• What issues do you see in the SMM modeling approach? What would you do differently?

Optional readings: • P. Sinha and A.A. Zoltners, “Sales­Force Decision Models: Insights from 25 Years of

Implementation,” Interfaces, 31,3, May­June 2001, pp. S8­S44. • M.E. Elling et al., “Making more of pharma’s sales force,” McKinsey Quarterly,

Number 3, 2002, pp. 86­95.

Class 8: Social Network Analysis: Pharmaceutical Applications The various players (e.g., patients, physicians, payers) in the environment of pharmaceutical companies are not acting in isolation, but are elements of social networks. An understanding of the functioning of these social networks and of the position which the company occupies can inform marketing decisions and provide novel performance indicators. The lecture will discuss the use of social network analysis in the pharmaceutical industry.

Guest speaker: • Dr. Andreas Penk, Country Manager Germany, Pfizer

Required readings: • “Networking and Lobbying”, by Harald Katzmair, FAS.research • “Business Case: Optimizing Investments into Stake Holder Relations by Means of

Social Network Analysis (SNA)”, by D.Spielthenner, H.Katzmair, FAS.research

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• “Mapping the Scientific Infrastructure of Scholary Fields by Means of Social Network Analysis (SNA)”, by D.Spielthenner, H.Katzmair, FAS.research

• “Business Case: Optimizing Key Account Management by Means of Social Network Analysis (SNA)”, by D.Spielthenner, H.Katzmair, FAS.research

Class 9: Segmentation and Positioning: Hospital Care Case: Amgen Europe in the Renal Anaemia Treatment Market

(INSEAD Case 03/2007 5410)

Discussion Questions: • What market segments should Amgen Europe target? • How should Aranesp be positioned? • What changes, if any, in the marketing mix should be made? • How should Amgen Europe deal with the PRCA issue?

Guest speaker: • Erik Skullerud, Director of Competitive Intelligence, Amgen International Commercial

Operations

Class 10: The pharmaceutical promotion mix The historical expansion of the sales forces of pharmaceutical companies has led to declining returns to sales force spending. Companies are therefore exploring other ways of reaching physicians, including e­detailing, and other Web­based channels. Direct communication with consumers is another communication channel of growing importance, especially in the U.S., where prescription pharmaceuticals are among the top advertising spenders.

Required readings: • S. Narayanan et al., Return on Investment Implications for Pharmaceutical

Promotional Expenditures: The Role of Marketing­Mix Interactions, Journal of Marketing, 68, 4, October 2004, pp. 90­105.

• M.Y. Trucco and S. Amirkhanova, Transforming Pharmaceutical Marketing Through e­detailing: Case Studies and Recommendations, 3rd IEEE International Conference on Enterprise Computing, E­Commerce, and E­Services, June 2006.

• American Medical Association, Report 9 on DTC to the Board of Trustees, June 2006.

PART III : PHARMACEUTICAL MARKETING STRATEGY OVER THE CATEGORY LIFE CYCLE, THE PRODUCT LIFE CYCLE, AND IN A

THERAPEUTIC AREA

Class 11: Category creation When a pharmaceutical company launches a pioneering new drug in a new drug category, it has to build knowledge about this new drug category, and demonstrate its value in comparison to existing, well­known categories. At the same time, the pioneer has to prepare for the entry of follower drugs in the new category. The “Celebrex” case describes how Pfizer/Searle, who co­promoted Celebrex, and Merck & Co (Vioxx) created the Cox­2 inhibitor category against the well­established NSAIDs (non­ steroidal anti­inflammatory drugs), many of which were off­patent and, therefore, available at significantly lower prices than the new Cox­2 inhibitors. The case also highlights pioneer­

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follower competitive dynamics, since Celebrex had only a few months lead time in the U.S. market before Vioxx entered as the second Cox­2 inhibitor.

Case: Celebrex (INSEAD, 11/2006­5403)

Discussion Questions (Case Celebrex): 1. What explains Celebrex’s launch success? 2. From Pfizer/Searle’s point of view, what are the main issues for Celebrex in April

1999? What are the options, their pros/cons, and what would you recommend? 3. From Merck’s point of view, what are the main issues for Vioxx in April 1999? What

are the options, their pros/cons, and what would you recommend?

Suggested reading: • V. Shankar, “Pioneers’ Marketing Mix Reactions to Entry in Different Competitive

Game Structures: Theoretical Analysis and Empirical Illustration,” Marketing Science, 1997, 16,3, pp. 271­293.

Class 12: Corporate Social Responsibility (CSR) Issues in the Pharmaceutical Industry The launch of the Cox­2 class, discussed during the preceding class, was highly successful. However, subsequent events, especially the withdrawal of Vioxx by Merck, resulted in a decline of category sales and contributed to the image problem of the pharmaceutical industry. In this session, we will discuss key corporate social responsibility issues for pharmaceutical marketing.

Required readings: • J. Buckley, “The Need to Develop Responsible Marketing Practice in the

Pharmaceutical Sector,” Problems and Perspectives in Management, 4/2004. • International Federation of Pharmaceutical Manufacturers & Associations (IFPMA),

IFPMA Code of Pharmaceutical Marketing Practices, 2006 Revision.

Optional readings: • J.H. Barton & E.J. Emanuel, “The Patents­Based Pharmaceutical Development

Process. Rationale, Problems, and Potential Reforms,” JAMA, 294, 16, October 26, 2005, pp. 2075­2082.

• S. Vachani and N.C. Smith, “Socially Responsible Pricing: Lessons from the pricing of AIDS drugs in developing countries,” California Management Review, 47, 1, Fall 2004, pp. 117­144.

Class 13: Entering a category as a follower Unlike Celebrex, which created a new drug category, Lipitor was the fifth drug to enter the well­established statin category, ten years after the pioneer. The category was dominated by powerful competitors (Merck and Bristol­Myers Squibb), who drew a significant share of their sales and profits from the category. The “Lipitor (A)” case describes Lipitor’s entry and the subsequent market dynamics, which vaulted Lipitor within two years to the number two position in the category with $2.2 billion sales. The Lipitor (B) case, which sees the now $5 billion Lipitor closing in on Merck’s Zocor, describes the threat to the entire category resulting from the highly publicized deaths associated with Bayer’s Lipobay/Baycol statin drug, and the threat to Lipitor represented by a forthcoming new entrant, AstraZeneca’s Crestor.

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Cases:Lipitor (A),

Lipitor (B) (INSEAD cases 10/2006­5404)

Discussion Questions for Lipitor (A): 1. What explains Lipitor’s successful launch? 2. From Pfizer’s point of view, what are the main issues for Lipitor vis­à­vis Zocor in mid­

1999? What are the options, their pros/cons, and what do you recommend?

Discussion Questions for Lipitor (B) 1. From Pfizer’s point of view, what are the main issues for Lipitor in mid­2001? What

are the options, their pros/cons, and what do you recommend? 2. From AstraZeneca’s point of view, what are the main issues for Crestor in mid­2001?

What are the options, their pros/cons, and what do you recommend?

Class 14: Generics Generics represent an important segment of the pharmaceutical market, the size and growth of which is driven mainly by patent expirations and governmental/payer policies toward generics.

Required readings: • Deutsche Bank AG/London, “Patents & market exclusivity,” AND “Generic drugs,” in

Global Pharmaceuticals, 5 August 2005, pp 60­70. • R. Nehru, Generics market analysis by country and region, Chapter 2 in Future

Growth Opportunities in Generics, Business Insights, 2006.

Guest speaker: • Marie­Josèphe Baud, President, Sandoz France

Class 15: Managing a therapeutic franchise In addition to focusing attention on specific products, pharmaceutical companies may also concentrate on one or several therapeutic areas, with a view to assembling a range of products and services for managing these diseases. The “Eli Lilly and Company: Innovation in Diabetes Care” case describes how Eli Lilly’s offering in the diabetes market has evolved over time. It also compares Lilly’s strategy with that of Novo Nordisk, another major player in the diabetes market.

Case: Eli Lilly and Company: Innovation in Diabetes Care (HBS 9­696­077, Rev. Arpril 15, 2004)

Discussion Questions: • How has Lilly’s offering in the diabetes market evolved over time? • What do you think of the choices Lilly made? • What are the main issues Lilly faced in the diabetes market in 1995, the main options,

their pros/cons, and what would you recommend?

Optional reading: • R.Z. Goetzel et al., “Return on Investment in Disease Management: A review,” Health

Care Financing Review, 26, 4, Summer 2005.

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PART IV : PHARMACEUTICAL MARKETING ORGANIZATION

Class 16: Pan­regional marketing Most pharmaceutical companies have country­based marketing and sales organizations. Pharmaceutical companies also have a reputation of being rather product­focused.

In this class, we will be discussing a business unit of Eli Lilly, which is operating at a regional level and aims to be highly customer­focused.

Case: Lilly Critical Care Europe (CCE). The case will be distributed prior to the class.

Discussion Questions: • What are drivers and obstacles to pan­European marketing in the ACS and sepsis

markets, and how has Lilly CCE overcome the obstacles? • How well has Lilly CCE been responding to the needs of its customers in the ACS

and sepsis markets? What accounts for Lilly CCE’s customer focus? • What, if anything, should Lilly CCE change to improve its performance with ReoPro

and Xigris? • What growth strategy do you recommend for Lilly CCE? • How easy is it for GSK to copy Lilly CCE? • Which aspects of Lilly CCE should be generalized throughout Lilly?

Guest speakers: • Dr. Jürgen Raths, Head Lilly Critical Care Europe • Dr. Jürgen Günther, Customer Operations Manager, Lilly Critical Care Europe

Optional reading: • S. Chacour & D. Amar, Taking the pan­European approach pays dividends, SCRIP

Magazine, November 2001.

Deadline for submitting your project: Wednesday, June 27

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About the instructor

Reinhard Angelmar is The Salmon and Rameau Fellow in Healthcare Management and Professor of Marketing at INSEAD. Other institutions at which he has held appointments include the Sloan School (MIT), Stockholm School of Economics, and the University Paris Dauphine.

At INSEAD, Professor Angelmar has taught in the MBA program, the PhD program, and in many executive development programs. He has directed INSEAD’s open­enrolment International Marketing Programme, and

tailormade programs for companies including Eli Lilly, Hewlett­Packard, Janssen­Cilag, and Pfizer. Other companies with which he has been involved include Almirall, Bristol­Myers Squibb, Ipsen, Novartis, and Novo Nordisk.

Professor Angelmar received his undergraduate education in economics and business administration at the Vienna University of Economics and Business Adminstration in Vienna, Austria, and then went to Northwestern University, Evanston, under a Fulbright scholarship, obtaining an MBA and a PhD degree at the Kellogg School of Management. His dissertation won an award from the American Marketing Association.

Professor Angelmar is the co­author of three books and has written numerous papers published in journals including the Journal of Marketing, Journal of Marketing Research, Journal of Medical Marketing, Journal of Industrial Economics, European Journal of Operational Research, and Organization Science. He has also written many case studies, which are used in business schools around the world. Case studies on the pharmaceutical industry which he has written or is currently writing include “Advanced Drug Delivery Systems: The Partnership between Ciba­Geigy Pharmaceuticals and Alza Corporation” (with Y. Doz); Amgen Europe in the Renal Anaemia Treatment Market; Prescription for Trial: Baycol/Lipobay; Celebrex; Lilly Critical Care Europe; NICE or Nasty? Access and Reimbursement of Multiple Sclerosis Medicines in the UK; Johnson & Johnson; Organon France; and “Zantac” (with C. Pinson) (winning case in the Marketing category, 1994, and Overall Winner, 1998, European Case Clearing House Awards). Professor Angelmar is also a court expert for pharmaceutical litigation.