Industry insights

The decline of the traditional pharmaceutical business model

As the sector stands at a crossroads, the traditional pharmaceutical business model may become obsolete. Although it may be too late to halt its decline, it’s certainly not too late to rethink how pharmaceuticals can adapt and thrive in the face of shifting payer attitudes and patient empowerment.
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Value-based pricing in pharmaceuticals: Hype or Hope?

In the face of stagnant healthcare budgets and ever-growing demand for care, pharmaceutical companies are under severe pressure to demonstrate the value of their products. Value-based pricing has exciting potential to help improve patient outcomes – and at an affordable cost.
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Shaping Switzerland’s Digital Future – Seven visionary business opportunities

In order to survive digital transformation and successfully secure its competitive edge in the long term, the Swiss economy will have to win out over a range of disruptive forces. In its whitepaper “Shaping Switzerland’s digital future”, KPMG outlines 7 areas of innovation and opportunity for Switzerland.
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Risk management – balance is everything

The higher the risk, the greater the return is a basic premise believed to also apply to business. The true art behind managing a business lies in maximizing profit while minimizing risk. It seems that CEOs abroad appear to be doing better at this balancing act than Swiss CEOs according to their self-assessment as expressed in KPMG’s CEO Outlook.
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Skilled labor shortage: Swiss CEOs optimistic on an international comparison

Which talents are needed and how can companies ensure that they have these experts on board in the near future? The majority of CEOs surveyed abroad for the KPMG CEO Outlook expect about 5 percent of positions in their companies will be lost to automation within the next three years. Swiss CEOs are much less gloomy and find this scenario rather implausible.
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CEO Outlook: Transformation capacity as a strategic success factor

Half of the 50 CEOs interviewed in Switzerland (of 1,200 CEOs interviewed worldwide) stated that they are planning major transformations in their respective companies in the next three years. Today’s transformation is a continuous flow of incremental steps, which allows for quick adjustments and corrections, speed to market and measurement.
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