pharmaceutical market research education

• MS in Biopharmaceutical Marketing
• Class Schedule
• Enterprise Team Projects
• Program Learning Objectives
• Working Professionals Cohort
• International Students
• Recruitment Events
• Scholarship
• Tuition and Financial Aid
• Graduate Certificate in Biopharmaceutical Marketing
• Concurrent PharmD | MS in Biopharmaceutical Marketing
• Progressive Masters of Science in Biopharmaceutical Marketing

Master the Marketing of Healthcare Innovation

USC Master of Science in Biopharmaceutical Marketing  is a specialized graduate program in precision marketing aimed at careers in the biopharmaceuticals, consulting, and medical technology industries.

Graduates will learn and use the practical tools, skills and methods to embrace the next wave of healthcare innovation to drive markets while improving health outcomes and product value.

All program courses emphasize project-based learning allowing active exploration of real-world healthcare business challenges and deeper proficiency in precision marketing.

Lectures from leading industry executives offered across all program courses provide unique access to critical insights from experts in their respective fields.

High Demand, Real Impact

A partnership between USC Mann and the Price School of Public Policy, the Schaeffer Center brings together health policy experts, seasoned pharmacoeconomics specialists and faculty across USC and other leading institutions to solve pressing challenges in healthcare. 

Program Benefits

Intensive and targeted instruction  on how to evaluate and market biopharmaceuticals and other innovative healthcare products, showcase product attributes and value stories, and gain healthcare coverage and reimbursement

Knowledge to become experts  in growth sectors beyond the current healthcare and global biopharmaceutical industry, including newly emerging diagnostics and medical technology devices

Innovative tools and skills  to assess and maximize a product’s commercial opportunities by conducting market research and developing marketing strategies

Learning-by-doing  through team collaborations and scenario-based learning problem solving representing current real-world situations and critical decision pathways

Lectures from industry executives  offered across biopharmaceutical marketing courses, offering unique access to insights and critical skills from experts in the respective fields

Professional development  through dedicated support from program staff and networking opportunities

What makes the biopharmaceutical marketing program unique?

“Being a part-time student in the program while also working full-time has allowed me to translate what I have learned in my courses into the workforce. The program is centered around collaboration, offering scenario-based learning that is focused on enhancing students’ abilities to successfully market biopharmaceuticals and other innovative healthcare products. I recommend this program to anyone thinking of returning to school to either enhance their skills, pivot into something new, or be a leader in the ever-changing healthcare environment while having the flexibility to be a working professional.”

Shayan Langha

Ms biopharmaceutical marketing ’23, sr. staff regional segment marketing manager, oncology – illumina.

What stood out to you about this program?

“I was initially attracted to this program for the interdisciplinary curriculum and the hands-on approach. After graduating as a biochemistry major from UCLA, I wanted to find a program that would help me transition between science and business. This program was a perfect match.”

MS Biopharmaceutical Marketing ’22

What was your favorite class in the Biopharmaceutical Marketing program?

“One of my favorite classes that I’ve taken in the program was Biopharmaceutical Advertising and Communication. In that class, a lot of what I learned directly relates to what I’m doing now in my rotational program. It’s been really exciting getting to apply what I learned.”

MS Biopharmaceutical Marketing ’23

Career discovery program marketing associate – amgen.

Was there something or someone who inspired you to pursue your chosen career path?

The ISPOR 2018 conference was the catalyst and pivoted my career path towards HEOR, which then brought me to the PhD program at USC. And I must thank Professor Ken Wong for making my dual enrollment in the BPMK program and the PhD program possible. These experiences continue to fuel my interest in this career path.

Doctoral Fellow, HEOR – AbbVie

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Five lessons for effective pharma market research

Market research can identify ways to lower costs and improve revenues, if it is approached methodically. Here are some tips for success.

The slow-down in growth in the pharma industry over the last few years, as current medicines reach saturation levels, has highlighted the need for the industry to both invest in new drug development and better understand and counteract falling drug sales in emerging markets. Identifying the market potential for new drugs and pinpointing what is impacting sales is crucial if the industry is to move forward. However, in order to do this, it’s vital that the industry takes a ‘big picture’ view – a horizontal approach, some might say.

The healthcare industry is moving towards a patient-centric care model, but today’s pharmaceutical customer presents as a myriad of consumer types, ranging from hospital managers, doctors and pharmacists, to patients and care givers. Pharma needs to be mindful of all customers along the drug development pathway, from the outset, through the subsequent trials and regulatory processes, and on to delivery.

Market research (MR) can help identify ways to lower costs and improve revenues. The most successful pharma companies have developed powerful feedback programmes, tailored to their specific business needs, to get a more thorough understanding of the issues, concerns and requirements of every customer.

However, the increasingly complex nature of both client studies and business-critical MR programmes has required pharma companies to adopt the approach to research methodology and practices espoused by experts in MR.

Here are five fundamental lessons that pharma companies can apply to MR initiatives in this challenging environment:

Lesson 1. Gather feedback from all your customers

This may seem like an obvious statement, but it is essential to conduct a wide variety of surveys and research studies across all customer types to help you identify and prioritise which issues will have the biggest impact on your company’s success.

Some of the most effective surveys include:

• Physician satisfaction surveys following education seminar attendance
• Store/hospital product satisfaction surveys
• Patient/care giver satisfaction surveys following contact with the patient assistance department
• Patient pre-and post-clinical trials surveys.

Lesson 2. Monitor customer feedback at every touchpoint

It is important to provide a variety of different ways for customers to share their comments, so offer multiple feedback channels to improve both the quantity and quality of the feedback received. Make sure that you measure and monitor customer sentiment – what they really think – across all consumer support channels, as this kind of feedback is often provided ‘in the moment’ when opinions shared are most accurate.

Make feedback an integral part of business operations and key performance objectives so that it is clear that the management team has given the programme its full backing. Feedback can make a strong contribution to the development and evaluation of new initiatives, so remember to reference insight gathered when considering a new project.

Feedback channels that have proved to be successful consistently include:

• Pop-up and passive surveys on company websites for both ordering and bill pay
• Paper surveys in the field used following physician education seminars
• Email to web surveys following any form of email support
• IVR (Interactive Voice Recognition) surveys following phone support.

Lesson 3. Accommodate the diversity of the customer base

The ease of collecting and sharing feedback from customers around the world can help identify ways to improve overall competitiveness and international market profile. Global reach and multi-lingual deployment is therefore likely to be a ‘must-have’ requirement for any MR initiative. Customers naturally prefer to provide feedback in their own language, so surveys must be deployed in the local language to ensure high response rates.

It’s also important to remember that pharmaceutical companies need to provide their teams around the world with access to role-based dashboards so that users can review, address and resolve customers’ issues in a timely manner, and monitor and respond to geographical or cultural trends at the same time.

The key issues to address when considering a global MR initiative are:

• Which countries do you plan to target for survey deployment?
• Which languages are available as standard in your preferred survey platform?
• Are you correctly catering for the nuances and contrasts that arise across cultures and languages in order to localise research?

Lesson 4. Leverage a strategic Voice of the Customer (VoC) programme to support compliance and regulatory requirements

Strict rules regarding patient privacy and adverse events (AE) could be regarded as a significant issue for any MR programme. Similarly, imminent changes arising from the arrival of the General Data Protection Regulation (GDPR) this Spring, and Brexit further down the line, are creating uncertainty in the industry about the impact of increased regulation and statutory controls on drug development, trials and delivery to market.

The solution is to build compliance into a Voice of the Customer (VoC) programme to not only reduce risk but also to streamline compliance initiatives. This ultimately saves both time and money.

For example, in the US, all open-ended comments must be reviewed for AE within 24 hours. Similarly, use fields are incorporated into survey questionnaires so that agents can record that they have reviewed each comment. Utilising use hierarchy capabilities also makes it easier for managers to sign off on actions to ensure staff have acted appropriately.

Lesson 5. Internal communication and action are the keys to success

Feedback is not an island. Real-time, role-based reporting and dashboards can help companies to drill down into the data gathered by MR initiatives and not only identify, but also prioritise, issues in a much more efficient and effective manner. Using these same dashboards can also help to streamline communication across departments and regions, encouraging insight to be shared by teams and country offices. After all, the ultimate goal of any MR initiative is not to create silos of data but to share findings and provide an opportunity for greater insight and improved new product delivery and service provision, based on all customer feedback, not just a snapshot.

To that end, remember that listening to employees can also help to streamline processes and development cycles. So, consider seeking the Voice of the Employee (VoE) alongside broader MR and VoC programmes. Employees at the frontline often have first-hand knowledge about where efficiency gains could be made or where there may be opportunities, so be sure to add their voices into the feedback mix.

About the author:

Holly Carter is a Director with Confirmit, suppliers of SaaS for customer experience and market research solutions. She has nearly 20 years’ experience in business and technology, and regularly presents at webinars and market research events. She has two bachelor’s degrees in business and marketing and an MBA.

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Market Research Programs

Navigating the Pharmaceutical Landscape with Data-Driven Insights

The pharmaceutical industry is highly dynamic, with ever-evolving market trends, competitive landscapes, and regulatory changes. In this environment, data-driven market research is crucial to make informed decisions, identify opportunities, and maintain a competitive edge.

At Pro Pharma Research Organization , we offer comprehensive Market Research Programs tailored to the unique needs of pharmaceutical companies, helping them gain actionable insights and make strategic decisions.

Methodology

Blending qualitative, quantitative approaches with the application of data analytics to arrive at a more logical conclusion. As part of the quantitative and qualitative data collection approach, we use direct questionnaires to HCPs, patients and other care supporters. Besides this primary method, we can analyze the reports from reputable publications as well as apply a hybrid method benchmarking these primary and secondary approaches in our research sequence.

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Market Landscape Analysis

We provide in-depth analysis of the pharmaceutical market landscape, including current and emerging trends, key players, and growth opportunities.

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We offer competitive intelligence services to help pharmaceutical companies understand their competitors' strategies, strengths, weaknesses, and market positioning.

Market Entry and Expansion Strategies

We assist in developing strategies for market entry, expansion, and diversification, considering factors such as regulatory requirements and market dynamics.

Product Development and Innovation

We analyze market needs and opportunities to guide product development and innovation, ensuring that pharmaceutical companies meet evolving healthcare demands.

Customer Segmentation

We help identify and segment target customer groups, allowing for tailored marketing and sales strategies that resonate with specific healthcare providers and patients.

Pricing and Reimbursement Analysis

We assess pricing and reimbursement landscapes to support effective pricing strategies, ensuring that products are both competitive and profitable.

Regulatory and Compliance Analysis

We provide insights into regulatory changes and compliance requirements that impact product development, marketing, and market access.

Market Research Surveys and Data Collection

We design and conduct market research surveys and data collection efforts to gather valuable information from healthcare professionals, patients, and key stakeholders.

Market Trend Reports

We prepare detailed reports on market trends, including therapeutic area-specific reports, which inform product development and marketing strategies.

Market Access and Entry Assessments

We evaluate the potential for market access and entry, assessing factors like reimbursement policies, patient access barriers, and payer preferences.

Real-World Data Analysis

We leverage real-world data to gain insights into product performance, patient outcomes, and market dynamics, supporting evidence-based decision-making.

Market Research Workshops and Training

We offer workshops and training programs to educate pharmaceutical teams on effective market research practices and strategies.

Market Research Technology Solutions

We provide access to market research technology tools, including data analytics and customer insights platforms.

Market research is fundamental to pharmaceutical companies, ensuring they make informed decisions, remain competitive, and meet the evolving healthcare needs of patients and providers. By partnering with  Pro Pharma Research Organization , pharmaceutical companies can access comprehensive market research programs that provide actionable insights and drive strategic decision-making. Our commitment to data-driven solutions, industry expertise, and regulatory compliance ensures that pharmaceutical companies maintain a competitive edge in this dynamic sector.

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Pharmaceutical & Healthcare Marketing MBA

The Pharmaceutical & Healthcare Marketing MBA at Saint Joseph's University is designed to accelerate your career by enhancing your marketing knowledge through academic study and real-world experience in the healthcare industry.

The Pharmaceutical & Healthcare Marketing MBA curriculum provides you with an understanding of a variety of relevant marketing topics, addressing the successful business of healthcare delivery from the perspectives of all industry stakeholders — from biopharma products to patients, payers and provider networks.

Recently, the program was recognized as 44th best online MBA program by Fortune Education .

Through Saint Joseph's  4+1 program , current undergraduate students can start earning credits toward their Pharmaceutical & Healthcare Marketing MBA degree during their senior year. This unique option allows you to graduate with two degrees — a bachelor's and master's — in just five years, saving you time and money. Students interested in this program should apply to the graduate program in their junior year and be conditionally accepted before they complete their bachelor's degree.

What Sets Our Program Apart

When obtaining a Pharmaceutical & Healthcare Marketing MBA, you will study strategic approaches to the complex business and marketing-related problems in the pharmaceutical and healthcare industries. You will learn how to provide alternative strategies and evaluate the pros and cons of those approaches.

You will understand the challenges faced by the pharmaceutical and healthcare industries in a global economy and the cultural issues firms must address to succeed in this environment. You will develop a fuller understanding of and respect for diversity in the population and will learn how to market pharmaceutical and healthcare products across cultures, ethnic groups, socio-economic groups, gender and sexual orientations.

Saint Joseph’s Pharmaceutical and Healthcare Marketing MBA program offers the flexibility of taking classes online, in-person or a combination of both. Online classes are offered in 8-week accelerated sessions, with most classes meeting online one evening per week.

What Can You Do With a Pharmaceutical & Healthcare Marketing MBA?

The Pharmaceutical & Healthcare Marketing MBA is not just an MBA with a concentration — it’s a program designed for professionals to accelerate their careers in sectors such as pharmaceuticals, biotech, medical device, diagnostics, healthcare and more. Graduates who obtain a Pharmaceutical & Healthcare Marketing MBA from Saint Joseph's University have gone on to secure middle- to senior-level management positions in:

• Healthcare marketing
• Pharmaceutical marketing
• Market research
• Marketing operations
• Clinical research
• Product management
• Pharmaceutical sales

Program Details

View required courses for this program in the academic catalog . Please contact us if you have any questions about the program curriculum.

Affordable tuition options start at $1,216 per credit.*

*Pricing does not include room and board, health insurance or any professional, clinical or transportation fees. Visit our Tuition & Fees page or contact us for more information.

Financial aid may be available to you to help offset the cost of your degree. Explore your options on our Financial Aid page .

Discount Eligibility

Alumni of Saint Joseph's are eligible to receive 10% off the cost of this program through our alumni discount.

Have you completed a year or more of service with a recognized service organization? You may be eligible for our mission discount.

Check with your employer to see if they are an Edcor or a Bright Horizons EdAssist member, which may entitle you to a discount on graduate programs. 

Note: discounts cannot be combined.

SJU is a yellow ribbon school that accepts GI education benefits. Our Office of Veterans Service can help you access and understand the benefits available to you and will support you during your educational career at SJU.

The Career Center at SJU offers a host of resources including resume review, interview prep, on-campus career fairs and interviews, workshops and networking events.

Why Study a Pharmaceutical and Healthcare Marketing MBA in Philadelphia?

Philadelphia is in the heart of the health science industry and is surrounded by more than 250 medical facilities that provide opportunities for hands-on learning. The city’s diverse population and rich pharmaceutical and healthcare employment opportunities offer a unique environment to gain experience in the pharmaceutical and healthcare business industries.

Admission Information

To be considered for admission you must have a bachelor's degree from a regionally accredited institution and have earned an undergraduate cumulative GPA of 3.0 or higher.

• Apply online .
• Submit official college transcripts from all colleges attended.
• Submit a personal statement.
• Submit resume.
• Submit two letters of recommendation.

Visit our Graduate Admission Information page to learn more about admission requirements, key deadlines, additional requirements for international students and how to submit your application.

Courses are offered on a rolling basis throughout the year. Rolling admissions allow students to apply, and start taking classes anytime year-round.

Start Terms:

• Fall: August and October
• Spring: January and March
• Summer: May
• Mid to late-April: When Capstone courses run each year

If you’re applying as an international student, you must provide proof of English Language Proficiency and Certification of Finances along with your application. Check the Graduate Admission page for additional requirements.

Frequently Asked Questions

Graduates of Saint Joseph’s University’s Pharmaceutical and Healthcare Marketing MBA program earn an average salary of $116,777 as a Marketing Manager, Pharmaceuticals in Pennsylvania.

For students looking to complete the program on-campus, Each course is completed in just two days along with pre- and post-assignments.

For students who would prefer the flexible schedule of an online program, Classes are normally offered in 8-week accelerated sessions, with most classes meeting online one evening per week.

In addition to a student support coordinator, we have a variety of other tools and resources that make it easy for you to get technical assistance, chart your course and focus your career search. Check out our online learning resources .

Explore Other Degree Programs

Marketing MS

The online Master of Science in Marketing program at Saint Joseph's University develops essential skills in consumer behavior, analytics, research and strategy.

Drug Development & Industrial Pharmacy MS

Saint Joseph’s Drug Development and Industrial Pharmacy MS prepares students to learn the science and practice of how drug delivery systems are developed. Working one-on-one with expert faculty, students will gain insight and foresight as they uncover new areas of research in our state-of-the-art laboratories. 

Pharmaceutics MS

Saint Joseph’s University’s accredited master’s in pharmaceutics program explores how best to administer a drug to the human body and turn chemicals into effective medications. With a pharmaceutics graduate degree, you’ll advance to the forefront of medical progress.

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Pharmaceutical Industry

Introduction, pharmaceutical market & industry reports, consumer discovery / insights, pharmaceutical industry associations & regulators, common questions & topics.

• Companies, Investments, & Funders
• Industry Publications & Related Resources

While these resources are generally the most relevant, there may be other resources available. If you are looking for something in particular or cannot find a lot of information about a niche segment, please Ask Us .

These databases contain market & industry reports. They provide overviews of the industry as well as the intended market or end consumer. 

• GlobalData Pharma Intelligence Center This link opens in a new window Market research platform covering the pharmaceutical industry. Includes databases/modules on drugs, deals, clinical trials, and patents, as well as analysis reports. Ask Us if you need a larger data extract for a Stanford research project. For : Current Stanford students, staff, and faculty. Help : GlobalData access instructions .
• EMIS Intelligence This link opens in a new window If you can't connect and see "Inquire about additional products", use an incognito/private browser. -->Global and emerging market information and market reports for countries or regions worldwide. For : Current Stanford faculty, staff, and students. Remote access temporarily unavailable. For updates, please check System Status -->

Additional Resources

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Number of Medical Procedures and Disease Prevalence

If you're trying to determine the target market for a particular drug, device, or treatment, it can be helpful to know how many people have relevant diseases, conditions, or procedures.

• CDC | Data & Statistics Covers a wide range of various major diseases. Choose a specific disease from Diseases & Conditions tab.
• HCUPnet Healthcare Cost & Utilization Project Provides healthcare statistics and information for hospital inpatient, and emergency departments, as well as a specific diagnosis, surgery, or diagnostic tests.

Mapping & Tables

These tools include data on how many people have a specific disease or condition.

S earch tip : Select a location then go to the Data tab and select Health > Ailments .

Search tip : Choose Health  from top level menu > Health Status .

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Find out how consumers think about or use healthcare products and services.

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Where to Look for Industry Information

You can find industry statistics and data in many locations. In addition to industry and market reports, there are many other ways to analyze an industry, gain insights, and find relevant statistics and data. Here are some suggested strategies and resources. Not sure where to start? Try Statista.

Associations & Regulators

Industry associations and regulating bodies often have lots of relevant data and reports. Look for sections on their websites titled "Resources", "Publications", "Data". Note that some materials may be restricted to members. Some examples are:

• FDA: Drugs The FDA reviews, approves, and regulates drugs in the US. Their website contains lots of helpful information, including recently approved drugs.
• Pharmaceutical Research and Manufacturers of America (PhRMA) Publications, policy views, and press releases.
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• Drug Prices
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• Complementary and Alternative Medicine

These sources provide drug price data for individual drugs. They are not suitable for a large-scale academic research project.

• Micromedex Historical drug prices. Go to Other Tools > Red Book , enter the drug name and submit.
• Lexi-Comp Contains basic drug pricing information, black box warnings, and FDA recalls. Enter drug name in the search field and enter. Select a result under Lexi-Drugs and go to Preparations > Pricing US .

Information on new and ongoing clinical trials worldwide that study the safety of drugs, tests and treatments for diseases.

• CenterWatch Provides information on global clinical trials and results, drug approvals, study grants, in-depth market surveys, industry profiles as well as news and analysis.
• ClinicalTrials.gov Publicly and privately supported clinical studies on a wide range of diseases and conditions—links to selected publications' abstracts. Find trends, charts, maps, and alerts. The site offers researchers the ability to download study record data for analysis.
• EU Clinical Trials registry Provides information on interventional clinical trials conducted in the European Union (EU) and the European Economic Area (EEA); Also has clinical trials conducted outside the EU / EEA that are linked to European pediatric-medicine development.

Resources to learn more about pharmaceutical patents and how to find patents.

• FDA Patents & Exclusivity FAQs
• Patent Research Sources

Resources for products and practices that are not generally considered part of conventional medicine. For information on consumer preferences and attitudes towards alternative medicine, use the resources in the Consumer Attitudes section near the top of this page.

• Natural Medicines Comprehensive Database Research dietary supplements, natural medicines, and complementary alternative and integrative therapies through the Food Herbs & Supplements database, Health & Wellness database, and Sports Medicine database.
• National Center for Complementary and Integrative Health The National Center for Complementary and Alternative Medicine (NCCAM) at the NIH explores complementary and alternative healing practices in the context of rigorous science.
• International Bibliographic Information on Dietary Supplements Database of published international, scientific literature on dietary supplements, including vitamins, minerals, and botanicals.
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• Last Updated: Sep 12, 2024 3:58 PM
• URL: https://libguides.stanford.edu/library/pharmaceutical-industry

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How do pharmaceutical companies use market research?

Pharmaceutical companies use market research to collect and analyse data about the pharmaceutical industry. This includes evaluating drug market size, patient demographics, competitive analysis, pricing strategies, and pharmaceutical sales trends. The research also covers building an understanding of prescribing habits, patient experiences with medications, and emerging drug development trends.

What is the aim of pharmaceutical market research? The objective of market research within the pharmaceutical sector is equip organisations, healthcare providers, and policymakers with actionable insights that guide decision-making. This can range from drug development and approval processes to marketing strategies and patient education. Enhanced patient outcomes, improved innovation, and commercial success are all benefits of conducting research in the pharmaceutical sector.

What are the research methodologies for the pharmaceutical sector market research? There are several key methods of gathering intelligence to improve decision-making for pharmaceutical organisations:

• Clinical trials: conducted to assess the safety and efficacy of new drugs or treatment regimes, clinical trials are performed in various phases, each with increasing sample sizes and complexity.
• Pharmacovigilance studies: these are post-marketing surveillance studies that monitor and evaluate the effects of approved drugs over long periods. They detect adverse reactions or long-term side effects, which may not have appeared during clinical trials.
• Patent analysis: a key process in the early stages of drug development, this involves studying existing patents to understand what innovations are already protected and where there might be opportunities for new developments.
• Pharmacoeconomic studies: evaluate the cost-effectiveness of a drug by comparing health outcomes with the costs of two or more therapeutic alternatives. This is becoming increasingly important as healthcare systems seek to maximise value.
• Competitive intelligence: a detailed analysis of competitors’ products, strategies, and activities. It includes analysing competitor clinical trial data and tracking marketing campaigns.
• Real world evidence (RWE) studies: this refers to the health outcomes achieved in normal clinical practice, as opposed to the controlled environment of clinical trials. This analysis can provide valuable insights about long-term drug safety and effectiveness.

Why is it important to conduct pharmaceutical market research? Pharmaceutical market research plays a critical role in all phases of a drug’s lifecycle, from development to post-market investigation. Here are six reasons why it’s so important:

• Informed decision-making: pharmaceutical market research provides valuable data that helps companies make informed decisions at every stage, from preclinical development to post-market surveillance. Early research into patient needs and existing treatments can guide new drug development. While research into physicians’ prescribing habits and patient experiences can inform marketing and education.
• Risk reduction: developing a new drug is expensive and risky. Market research can help reduce risks by identifying the most promising drug candidates, understanding the competitive landscape, and forecasting demand.
• Regulatory approval: bodies such as the FDA or MHRA require extensive data on a drug’s safety and efficacy before it can be approved for marketing. Clinical trials are the primary method for gathering this data.
• Competitive advantage: up-to-date market intelligence can provide a critical advantage in this highly competitive market. Organisations can stay ahead of the competition by understanding emerging trends, tracking competitor activity, and responding to changes in the market quickly.
• Patient-centric approach: pharmaceutical market research helps companies understand patient experiences, needs, and preferences. This can lead to drug development that’s closely aligned with patient needs, resulting in better health outcomes and higher levels of patient satisfaction.
• Health economics: as healthcare costs rise, there’s an increasing focus on cost-effectiveness in treatment decisions. Pharmaceutical market research can provide data on a drug’s cost-effectiveness, a key factor in its adoption and usage.

Summary: why is pharmaceutical market research essential? Pharmaceutical market research is vital to the success of a drug and the profitability of a pharmaceutical company. It informs decision-making, reduces risk, aids regulatory approval, provides a competitive edge, promotes a patient-centric approach, and supports health economics.

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• v.77(4); 2013 May 13

The Future of the Pharmaceutical Sciences and Graduate Education: Recommendations from the AACP Graduate Education Special Interest Group

Susanna wu-pong.

a School of Pharmacy, Virginia Commonwealth University, Richmond, VA

Jogarao Gobburu

b School of Pharmacy, University of Maryland, Baltimore, MD

Stephen O’Barr

c College of Pharmacy, Western University of Health Sciences, Pomona, CA

d PPD, Richmond, VA

Jason Huber

e Department of Basic Pharmaceutical Sciences, West Virginia University, Morgantown, WV

Daniel Weiner

f Certara, L.P., St. Louis, MO

Despite pharma's recent sea change in approach to drug discovery and development, U.S. pharmaceutical sciences graduate programs are currently maintaining traditional methods for master's and doctoral student education. The literature on graduate education in the biomedical sciences has long been advocating educating students to hone soft skills like communication and teamwork, in addition to maintaining excellent basic skills in research. However, recommendations to date have not taken into account the future trends in the pharmaceutical industry. The AACP Graduate Education Special Interest Group has completed a literature survey of the trends in the pharmaceutical industry and graduate education in order to determine whether our graduate programs are strategically positioned to prepare our graduates for successful careers in the next few decades. We recommend that our pharmaceutical sciences graduate programs take a proactive leadership role in meeting the needs of our future graduates and employers. Our graduate programs should bring to education the innovation and collaboration that our industry also requires to be successful and relevant in this century.

The report compiled by the US Commission on the Future of Graduate Education entitled “The Path Forward: The Future of Graduate Education in the U.S.” 1 was a joint effort between the Educational Testing Service and the Council on Graduate Schools. The report listed areas where the U.S. demonstrated vulnerability in our predominance in graduate education, including among other things, competition from graduate programs abroad, changing demographics in the U.S., attrition rates, time to complete graduate degrees, and the job market for graduates.

In 2010-11 the AACP Research and Graduate Affairs Committee (RGAC) was charged to evaluate the Path Forward Report as it pertained to pharmaceutical sciences and to recommend how AACP and its member graduate programs can prosper given the present and future described by the Report. In their 2010-2011 recommendations, 1 RGAC identified some threats specifically to pharmaceutical sciences graduate programs including the declining percentage of students with U.S. Pharmacy degrees pursuing graduate education, shrinking resources for funding graduate education, and changing career pathways for graduates. The RGAC also examined the National Research Council Assessment of Graduate Education (2006) and several other reports over the past decade including RGAC past reports that focused on graduate education in the pharmaceutical sciences.

The Committee created a SWOT (strengths, weaknesses, opportunities, and threat) analysis using this data, and identified priority recommendations:

• • Support dual degree programs
• • Adopt and support interdisciplinary research and doctoral education programs in experimental pharmacotherapeutics
• • AACP should lead in the promotion of pharmaceutical science research and graduate education as well as integrating the goals of professional and graduate pharmacy education
• • Increase funding for post-Pharm.D. clinical research
• • Pharmacy faculty should be developed and supported to lead and contribute significantly to fields such as cell and systems biology, genomics, proteomics and nanotechnology

Concurrently during the 2010-2011 RGAC’s tenure, AACP created a new special interest group (SIG) focusing on graduate education. The objective of the Graduate Education SIG’s newly formed Planning Committee (GEPC) was to plan initiatives for the SIG and to work with AACP in their planning process in the area of graduate education. To this end, the GEPC has studied the RGAC Report (2010-2011) and others, but also the literature pertaining to trends in pharmaceutical research and graduate education to inform our recommendations of how the future of our discipline might impact the strategic course for strengthening graduate education across all AACP and its member schools. These recommendations from the GEPC report have the support of the American Association of Pharmaceutical Scientists (AAPS).

PHARMACEUTICAL INDUSTRY TODAY

Pharmacy faculty hear anecdotal information that the pharmaceutical industry has been undergoing significant change but few academics have direct and broad-based knowledge of its future trends.

A recent analysis from PricewaterhouseCoopers entitled “Pharma 2020:Virtual R&D – Which Path Will You Take” 2 explored current trends and the future of the pharmaceutical industry. The article described current trends in the industry to include:

• • Declining productivity in research and development
• • Decreasing revenues due to generic drugs
• • Expiring patents that are not being replaced by innovative new drugs

The scientific literature and community also have spoken to the need to become more efficient, innovative, and collaborative in science. Several reports or articles concurred with the description of pharma’s decreasing innovation, 3,4 falling profits 5 accompanying increased costs. 4-7

Some concur with PWC that pharma’s productivity has been declining 4,7 though Kaitin asserted that industry productivity has been constant since 1980 except for a temporary spike in new drugs due to the Prescription Drug Users Act in 1992 that caused the ensuing apparent decline. 8

Other factors contributing to diminishing productivity and revenues have included less equity available for investment, 9 a plateau in investment in R&D since 2007 6 and projected cutbacks in R&D investment in the future. 10 Additional contributing factors include high candidate failure rate due to poor portfolio management and candidate advancement, 11 more international and domestic outsourcing of activities to contract research organizations (CROs), 4,12-14 and increased regulation. 3,5,6 Research and development in pharma is becoming more streamlined, thus many more graduates in the future will be working in small companies where the responsibilities are integrated. 14

In a recent Economist summit on pharma, Chief Strategy Officer for GlaxoSmithKline David Redfern discussed the imperative for pharma to change. 10 According to Redfern, “the (current challenges) have the capacity…to fundamentally change and almost destroy the entire industry… if your business model isn't any good you have to change everything you do.” Additionally he stated that this might be the last generation of R&D spending using the blockbuster drug funding model currently in use. The principles infused in his vision of the future include extensive strategic program eliminations, globalization of markets and R&D, accountability, more innovation and risk, transparency, philanthropy, and investment in pharma’s stakeholders (e.g. developing countries’ infrastructures, green initiatives, orphan drugs, etc.).

Despite these overall trends, some parts of the industry have been thriving. Biologics have been the fastest growing class of new drugs and have accounted for 33% of all new drug applications (NDAs). 15,16 Pharma has continued to acquire biotechnology to feed their pipeline, and even modifying the large corporation into smaller, more flexible, mobile divisions in the spirit of the startup to increase competitiveness and creativity.

Recently, an approval pathway for biosimilars has become available which will further fuel the growth of biological drug approval 15,17 resulting in a growing need for appropriately trained graduates. 13 Personalized medicine is also accounting for a growing number of drugs in the pipeline, estimated to between 12-50% and will enjoy an estimated 53% increase in spending from 2011-2015. Ninety-four percent of companies surveyed are investing in new technologies in personalized medicine, and 100% are using biomarkers in drug discovery research. 6

THE FUTURE OF PHARMA

One of the resources considered by PWC in their Pharma2020 report was the FDA’s Critical Path Initiative (CPI) 2004. 18 The CPI's goal was to redefine how drugs will be developed, evaluated and manufactured. They identified several key areas that will be essential to realize this new path including biomarkers, bioinformatics, nanotechnology, and imaging. The Critical Path will require collaboration of existing stakeholders to enable this vision. Since 2004, progress towards CPI has included the Predictive Safety Testing Consortium whose goal was to establish new biomarkers, Clinical Trials Transformation Initiative to transform clinical trials, drug safety surveillance projects, and collaborations by FDA with other government and non-government agencies such as the NIH to increase research and funding in regulatory sciences.

In addition to examining current trends, PWC also made several recommendations for the industry regarding the research areas that are becoming increasingly important for the industry:

• • Need better virtual predictive models and simulation programs, including virtual organs, animal and human models to discover and test new drugs, a recommendation echoed by others. 19,20 Some estimate that model and simulation sciences can reduce development costs by 50% 20
• • Use semantic technology to both aggregate like and separate unlike data despite overlapping or disparate nomenclature
• • Develop innovative technologies in areas such as drug delivery and therapeutic cells/tissues, clinical biomarkers, biochips for real-time and remote monitoring or drug delivery
• • Creation and use of criteria for developing drugs that are cost-effective; development and licensing of cost-effective and efficacious drugs should become an ongoing and iterative process involving regulators throughout the development process, a position also advocated by others 5,21,22

Predictive methods are a growing research area called comparative effectiveness research. Comparative effectiveness research (CER) has used retrospective studies of large populations to make predictions about drug use. 21 CER has also been an important new area for demonstrating the cost effectiveness of new drugs relative to their competitor brands during the drug development process instead of after approval. 2,5,21 For example, information technology tools are being used to mine pre-existing data as an alternative to prospective large-scale clinical trials. The concomitant growth of electronic medical records is making this kind of large-scale database research more feasible. This has been done in such areas of hypertension, diabetes, macular degeneration, and drug safety. 21

The growing inefficiency and cost of research and development has spawned research in other predictive sciences, such as quantitative risk analysis and risk management. This new field has been increasingly used as a statistical tool involving probability theory to model outcomes, and to estimate risk/benefit for decision making in drug development. 23 Multiscale systems models, such as those that might include biology/physiology/pharmacology/pathophysicology elements concurrently, are also more commonly used to predict clinical success with experimental data. Multiscale models have already been applied to areas such as cardiovascular, diabetes, and osteoporosis. 19 Recently, the NIH published a white paper 24 recommending support for quantitative systems pharmacology (QSP) to aid in developing precision medicines through a combination of computational and experimental research.

In summary, many of these emerging research areas have been designed to improve prediction of drug safety, clinical efficacy or cost-effectiveness at lower cost and more efficiently. Predictive sciences, including database management, biostatistics, programming and modeling are likely to become increasingly important components of drug discovery and development as a means to offset rising costs and lengthy studies.

Other PWC recommendations were made regarding the business practices of pharma:

• • Encourage innovation based on individual performance, not candidate drug fate
• • Develop and use clinical trial supercenters instead of decentralized multi-center trials facilitated by electronic data interchange and electronic records using common data formats
• • Industry must work more closely with regulators and be willing to adapt based on their input
• • Drug companies must decide whether to focus on mass market versus specialty medicines, outsource versus in-house R&D; this decision will affect the mix of skills needed in the workforce
• • Change the way staff are remunerated and rewarded
• • Be more innovative, collaborative/inclusive and cost-effective

The need to be more interdisciplinary and innovative has by necessity resulted in novel ways for pharma to collaborate with each other and academia. For example, open innovation models have allowed shared risk and cost between collaborators that has been enabled by shared data and intellectual property. 25

The authors describe open innovation as a flexible business model where intellectual property from both internal and external sources is used to fuel innovation. Proctor & Gamble reorganized their R&D model in 2000 in attempt to be more innovative, and reportedly increased product success rate by 50% and R&D efficiency by 60%. Lilly, Merck, GlaxoSmithKline, Alynlam, and Pfizer have also begun to make their technology, expertise and compounds more openly available.

Partnerships (with other private and academic organizations) and innovation networks (network of stakeholders who share in risk and reward of innovation) 8,14 have been another mechanism by which industry has been trying to become more competitive. Several have stressed that underlying the new collaborative models and all else must be quality science 9 .

The future as described above will require graduates with additional skills beyond those taught in the lab. To be successful and to thrive with this dynamic landscape will require a range of skills in business, communication, teamwork, and leadership, among others ( Table 1 ). The value of a broad education has also been cited by the AAPS Big Pharma/Small Pharma Task Force. The Task Force observed that 48% of members now come from small companies where it traditionally has focused members from large companies. 14

Summary of Skills Needed by Scientists in the Pharmaceutical Industry

ACADEMIA TODAY

On one hand, since the pharmaceutical industry has been rapidly changing, the skills needed in scientists entering this field have also been changing. However, pharmaceutical science graduate programs have been still primarily designed to train students to conduct academic research much in the same manner as it has for decades. Students have been trained in the image of their professors: scientists who conduct NIH-style research in an academic setting. 35 While this approach has been logical if the primary goal has been to fill the pipeline for future faculty, only 14% of postdoctorals in the UCSF pharmaceutical sciences have gone to tenure track positions in academia while 33% have entered into non-research careers. 32 In addition, the NIH funding mechanism has been inherently unstable and has perpetuated an overproduction of scientists. 35

However, faculty have no control over the job market, so the traditional educational approach has been failing to prepare the remaining 86% of our graduates who enter non-academic careers. 32 Others have gone further to say that the academia has lacked both efficiency and interdisciplinarity, 30 both important characteristics that are needed to create a viable future for the pharmaceutical sciences and industry. 29

The current funding mechanism for many of academic pharmaceutical scientists perpetuates the NIH-emphasized research. The large overhead funds that accompany NIH grants provide resources to the institution. Federal grants in general bring prestige to the institution. In addition, students often choose their research mentors based on their NIH-funding success. For these reasons, schools have many incentives to continue the current funding model.

Other threats to our graduate programs that have been identified include foreign graduate programs providing competition, releasing into a crowded and uncertain marketplace more graduates of mixed quality. 18,27 decreased funding for graduate programs, insufficient advocacy by faculty for our graduate programs, and decreasing number of faculty with Pharmacy backgrounds. 18

GRADUATE PROGRAMS OF THE FUTURE

Pharmaceutical sciences graduate programs are now facing a potential crisis in terms of being able to sustain viable, yet relevant, graduate programs that produce scientists who are ready to contribute in academia, industry or non-research areas in our rapidly changing environment. The Academy should have as a primary goal to make our graduate programs more relevant for the graduates and all employers of the future.

To fully inform a strategic path to secure the relevance of our field, our discipline requires a needs analysis: our graduate programs should be responsive to current and future job needs, both in academia, industry and non-research positions. 18,27 This analysis also requires we determine whether we are graduating an appropriate or excess number of doctoral or masters students for the market 18,27,30 and whether our graduates have the knowledge, skills and attitudes to be competitive for the jobs of the future or even lead the way into the new era of drug discovery and development.

Such a needs assessment and self examination is a priority also according to those who responded to a recent NIH Request for Information. 28 The NIH Advisory Committee to the NIH Working Group on the Future of Biomedical Research Workforce submitted a RFI identifying eight issues that might be relevant toward creation of a new model for the future biomedical workforce. The RFI elicited comments from 219 individuals, who identified the PhD supply and demand, followed by PhD characteristics issues as the most important issues on the list. Commenters stated that because of the overabundance of graduates, excellent candidates cannot find jobs in academia and those that do have unacceptably low salaries. The characteristics of PhD graduates were also of concern to responders. Responders recommended that career counseling, alternative career pathways, career development, and more structure in graduate programs would help students find employment after their postdoctoral training. Others agree that programs should do more to help students clarify their career pathways. 18,32,36

How we educate our students and in what areas remain key questions. As discussed above, emerging and growing scientific areas in the pharmaceutical sciences such as modeling and simulation sciences, biologics, clinical and translational science and nanotechnologies should become more widely available for both basic and advanced training throughout the Academy. Soft skills ( Table 1 ) should also become available to students as foundational courses. Other suggestions to enhance graduate education include improve degree completion rates, 18,32,36 shorten time to degree, 18,32,36 employers and policymakers should support graduate education including the provision of internships, 18,24,28 increase advocacy efforts and possibly increase exposure of clinical and translational research to Pharmacy students. 1 The manner in which NIH, NRC and other funding organizations measure success for graduate programs should include evaluation for non-research pathway. 32 Others 37 recommend adding clinical training elements, such as patient simulations, to training in basic biomedical research to enhance the translational science education.

In this era of diminishing resources for higher education and basic research, how can an organization like AACP help meet the rapidly changing needs of the discipline? It is essential that AACP provide the leadership and support to enable the creation of a new future for our graduate programs. Indeed, for the creation and provision of high quality courses and degree programs in newly emerging areas, the time and resources needed to create the necessary core of faculty expertise can take years or decades for a given institution if acting alone. However, if one removes institutional and distance barriers to new program development, the speed, cost minimization and quality of program creation can be greatly enhanced.

Our programs must apply innovation and technology to enable both educational quality and efficiency simultaneously. In addition, the traditional silo and classroom approaches to graduate education are hindering our ability to be efficient and responsive to the needs of our profession. Efforts to increase professionalism, soft skills, and enhance career development also need not be repeatedly replicated within each School of Pharmacy. Shared workshops, courses and webinars could be offered through AACP or collaboratively between a network of Schools to avoid repeatedly having to develop and teach programs to a small number of students.

New strategies to effectively train students for the future include collaborative education models. 26,38 Such collaborations typically occur between academic institutions but partnerships with industry and government can also provide mutual benefit in terms of increasing the pool of available expertise, and focus on topics and approaches that are relevant to employers. For example, the NIH Biomedical Workforce 28 suggest industrial partnerships and fellowships could be used to train students in non-academic careers.

Collaborative models may be designed where some subjects are outsourced to other institutions, and/or certain faculty are shared between institutions. Online technology could be a useful tool to facilitate such collaborations, though online education seems to be slow to permeate graduate programs. Sanders 38 provides a model for online graduate education using an inter-institutional collaborative model for distance education.

The feasibility of such an approach has already been demonstrated by NIPTE (National Institute for Pharmaceutical Technology and Education; nipte.org ) which offers training programs in pharmaceutical technology by using a network of collaborative schools who participate in teaching the course. Such a collaborative effort could potentially address the concern of some faculty that soft skill development is a low priority, if such programs can be offered efficiently and for low cost.

The rising costs and demands of bringing transformative therapeutics to patients are also driving the collaborations between pharmaceutical and life science industry and academia to stimulate innovations. Despite the several opportunities afforded by collaborations, companies and universities lack a systematic approach for capturing the full potential of such relationships. Cultures, values and norms differ significantly between academia and industry. While pharmaceutical companies typically define the goals, objectives and timelines for their researchers, in academia, researchers have the freedom to define their own goals, objectives and timelines. Despite the surfeit of collaborative models, many of the most successful models fail to provide open access to data or resource sharing. 39 This protective and conservative approach to data management limits innovation. The traditional competitive business models practiced by most companies do not fit the mission and culture of universities where data sharing plays a major role. 39 However, the emerging examples ofnew open business models, as described earlier, will support the concept of open innovation. 25,40 The continued development of such open innovation models is necessary to sustain the highly innovative collaborative structures between industry and academia. So, it is imperative that future graduate programs understand these differences and develop relationships with industry that provide opportunities for investigators and companies to pursue research interests and goals that naturally overlap.

RECOMMENDATIONS

Because the future of the pharmaceutical sciences is changing and has changed so dramatically in recent years, strong leadership will be required to steer the Academy through a period of transition. Asking Schools to organize this transition at the grass roots level will result in delays and inefficiencies.

Therefore, we concur with the RGAC 2010-2011 report that AACP should take a central role in leading this effort at the national level, calling upon participation by Schools across the membership. Centralized, organizational leadership will not only be needed for new curriculum identification, creation, sharing, and offering, but also to help identify and secure funding for initiatives, survey research, creation of partnerships with stakeholders, creation of faculty and institutional development for the transition, best practices for intellectual property generated by these innovative collaborations, and assistance with the cultural change that will be needed to realize these changes, not only in the graduate programs but the Schools themselves. The Academy should also take a data-driven and scholarly approach to implementing and evaluating change: new programs and initiatives should demonstrate their value and efficacy.

The consequences of inaction could lead to an increasing irrelevance of the pharmaceutical sciences to any place other than academia. The benefit of retooling our graduate programs can potentially be to revitalize and energize our students and alumni to find and create jobs that continue to make a meaningful contribution in health care.

• • Create a Task Force (with input from stakeholders) to determine the need for specific core and specialty curriculum that will involve Schools and Colleges across the Academy to collaboratively create and offer these curricula. Both key scientific areas of importance to the future of pharmaceutical sciences, such as clinical and translational sciences, bioinformatics, decision-making sciences, and in non-scientific areas such as career pathways, career development, soft and leadership skills, and how to best prepare and advise graduates for non-academic and non-research careers should be considered.**
• • Create and make widely available across the Academy, core curriculum in these areas at the basic and/or advanced levels by involving graduate programs across the Academy and collaborations/partnerships with stakeholders such as industry and the FDA. Course delivery and pricing should be designed to be accessible to the Schools in the Academy .*
• • Conduct surveys on a regular basis to determine what the long and short term hiring needs are for academia and pharmaceutical industry in terms of numbers of graduates and skills needed, and stipends in the pharmaceutical and biomedical sciences.**
• • Re-evaluate across the Academy the number of MS and PhD graduates by discipline, including consideration of the impact of creation or enhancement of new or existing disciplines within pharmaceutical sciences, and how to help programs transition to include more research areas that make our graduates more marketable and relevant to employers.** A recent report by Chmura Economics & Analytics estimates that the annual demand for PhD's in pharmaceutical sciences is 497 41 .
• • Foster research in emerging areas by offering small grants, recognizing excellence in the fields, and providing graduate student support*
• • Facilitate fundraising for these new programs and curriculum by coordinating grants to NSF, advocacy and fundraising from stakeholders
• • Increase the number and amount of new investigator funding available, especially in emerging disciplines
• • Encourage schools to prioritize new faculty hires in emerging areas*
• • Foster open innovation models between academia and pharma

Development

• • Provide and/ or organize student development programs via online or national/regional courses or workshops at low cost to programs and students**
• • Develop faculty to enable the effective creation and implementation of emerging disciplines by providing exposure to and collaborative opportunities with scientists currently working in those disciplines, as well as protected time to pursue these new areas**
• • Create a central location for advertising student internships; foster the creation of internships for pharmaceutical science graduate students in scientific and non-scientific areas
• • Include in graduate training exposure to alternative career opportunities (i.e. scientific writing, patent law, leadership, financial management, etc.)**

Recruitment/Admissions/Pipeline

• • Create tools (videos, website content, national effort to promote graduate education, centralized application process, etc.) for schools to use for recruitment and admission of applicants into graduate programs, especially PharmD students
• • Create scholarships specifically for PharmD students entering graduate school*
• • Consider revising or expanding the graduate program admissions criteria to include key skills assessment
• • We concur with Fuhrmann et al. 32 that we should advocate for changes from funding agencies and review committees as to the definition for “success” of doctoral training programs to include measures for contribution to the scientific enterprise more generally, rather than primarily movement into academic positions.*

Indicates priority recommendations over the next 2* ( italics ) or 5** years.

Implicit in this proposal is the need for the Academy to agree upon a shared vision for the future. Each school will have their own implementation needs and obstacles, so implementation will likely evolve in different ways to various endpoints for each institution. This agreement of the shared vision within the Academy and individual schools will be key to overcoming resistance to change. A realistic expectation should be maintained of the change timeline and amount of faculty time available for change. It is also neither realistic nor desirable to expect faculty to completely change their research or teaching areas; new areas of emphasis will likely begin and evolve as collaborations with existing scientists and so access to these scientists should be facilitated and encouraged.

In addition, the use of carrots rather than sticks is more likely to be effective in encouraging change. For example, the recommendations include providing resources, recognition, access to experts, and leadership to enable the change. Without those critical elements, the faculty will likely and rightfully feel this evolution is yet another unfunded mandate. In contrast, with the right vision and leadership, the faculty may even take ownership of the change process in their institution, and find ways to creatively contribute and enhance the process for the Academy.

How to Become a Pharmaceutical Scientist

Industry Advice Science & Mathematics

Are you interested in the research and development of pharmaceutical treatments that could improve a patient’s quality of life —or save it all together? Do you have a passion for laboratory work, including the design and execution of experiments? Are you interested in making your mark on the field of medicine and healthcare? 

For many individuals, a career as a pharmaceutical scientist is the perfect means of achieving these and other goals.

Below, we explore some of the most common duties performed by pharmaceutical scientists and outline a concrete series of steps that you can follow to kickstart your career in the field today.

What do pharmaceutical scientists do?

Pharmaceutical scientists are individuals who perform a variety of tasks related to the research, discovery, development, and testing of drugs and other pharmaceutical treatments. They are most commonly employed by pharmaceutical and biotechnology companies, though they can also work in other fields such as government lobbying, as well. 

While the precise duties that a pharmaceutical scientist performs on a daily basis will vary substantially depending on the size of the lab team and the employer, they often include:

• Collecting and analyzing data about the use and efficacy of treatments in various stages of preclinical development
• Collaborating with members of the lab team, as well as other stakeholders not directly involved in preclinical research (such as marketing or legal)
• Designing and executing experiments to determine the specific mechanisms responsible for how a drug functions
• Testing and optimizing compounds and the means to deliver them to patients to improve their safety and efficacy while reducing the risk of adverse outcomes

Below we explore a number of specific steps that you can follow to make this career your reality.

1. Explore your interests.

Before you begin down any career path, you should first ensure that it is something that truly interests you and aligns with your personal and professional goals. 

“I think the first step [in becoming a pharmaceutical scientist] is having an innate interest in living systems, health, and disease,” says David Janero , director of Northeastern’s pharmaceutical sciences graduate programs . “It takes an innate spirit of inquiry to look into this field and be motivated to help address health problems from the standpoint of therapeutics invention.”

Advance Your Career with a Master’s in Pharmaceutical Science

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EXPLORE THE PROGRAM

This is also an excellent opportunity to determine exactly what you want your career to look like, and to consider the various paths you might take to get there. For example, do you want to become a pharmaceutical scientist or a pharmacist? While these job titles may sound similar, they are in fact very different —and it’s important to understand those differences before you commit yourself to the wrong career.

2. Pursue the required education.

The next step in becoming a pharmaceutical scientist is to complete the education required to work in the field. At a minimum, this means completing a bachelor’s degree in a related area of study, such as a bachelor of science in pharmaceutical sciences (BSPS) . But, according to Janero, there is a trend amongst employers to prefer candidates who hold master’s degrees.

“The reason for this trend is that the master’s degree really provides a demonstration that students can cope with more advanced ideas and thinking in the field,” Janero says. “It shows that they’re familiar with more complex concepts and that they have studied these things in a bit more depth than what would be covered in, say, an undergraduate education, which may be more broad, more general.”

In researching potential degrees, you might find that there are a number of potential master’s degrees that might prepare you for a job as a pharmaceutical scientist. The one that is most directly aligned with the career is the Master of Science in Pharmaceutical Sciences , which is specifically designed to prepare students for a career in drug development and delivery. 

At Northeastern, the main goal of the MS in Pharmaceutical Sciences is to educate students so that they understand how the chemical and physical properties of drugs and their dosage forms can affect therapeutic performance in both healthy and diseased systems. Students graduate as specialists in pharmaceutics, capable of leveraging their training to improve drug targeting, action, and safety. 

Four potential concentrations —including novel drug delivery systems, biopharmaceutics and pharmacokinetics, physical pharmacy and polymeric dosage form development, and drug metabolism—allow students to delve deep into the specific area that aligns best with their interests and career goals.

Despite the benefits of a master’s in pharmaceutical sciences, there are other graduate-level degrees that can also lay the requisite foundation necessary for a successful career in drug discovery. These include a Master of Science in Biomedical Sciences , a Master of Science in Pharmacology , or a Master of Science in Medicinal Chemistry .

Learn More: What Can You Do With a Master’s in Pharmacy?

3. Develop your skills. 

Both during and after earning your degree, it’s critical that you work toward building the skills that employers look for when hiring. According to Janero, these skills fall into two broad buckets: lab skills and soft skills.

“[The first] is the laboratory skills that you bring to the bench in terms of wet lab experimentation,” Janero says. “Some people regard these as basically the only skills, but that’s not true or sufficient in the workforce today.”

The other grouping, soft skills, includes everything else that is required to be an effective employee, including independent and critical thinking, data analysis, organization, communication and teamwork skills, amongst others.

“I hate the term ‘soft skills,’ because that implies that they’re fungible [or] that they’re not really necessary,” Janero says. “But I know from my own experience…that skills like communication are absolutely essential. [They’re] essential nowadays because, in terms of the larger picture of a number of people working together to get a drug discovered and developed, these can be almost as critical as safety and efficacy data themselves for a drug candidate.”

4. Gain experience.

Beyond simply developing your skills, Janero stresses that gaining experience is an important part of starting and advancing your career as a pharmaceutical scientist. 

“The more knowledge you have and the more experience you have, the better [prepared] you will be to cope with new projects and new problems,” Janero says. “The pharmaceutical industry is a very dynamic and competitive one. A corporate focus can change very rapidly, and the pharma/biotech workforce today is expected to be flexible, efficient, knowledgeable, and experienced enough to adapt to change.”

While it’s possible to grow these skills and gain this experience on the job after you have been hired, it is also often possible to achieve the same goal during your studies. Seek out internships, co-ops, and other forms of experiential learning that will allow you to build your resume and put your education into practice even while you are still a student. Internships and co-ops also give you the opportunity to build real, lasting relationships with potential employers.

5. Pursue a related PhD (optional).

While not typically necessary to land an entry-level position as a pharmaceutical scientist, earning a PhD in the field can prove instrumental in advancing your career into more senior-level positions. The good news is that if you’ve completed your master’s degree, it can often be leveraged to earn your doctorate down the line, depending on the specific area of focus and how much time has passed.

As mentioned above, when discussing the different master’s degrees that could lead to this career, there are a variety of doctoral degrees offered by Northeastern University’s Department of Pharmaceutical Sciences that you can consider:

• PhD in Pharmaceutical Sciences
• PhD in Pharmacology
• PhD in Medicinal Chemistry
• PhD in Biomedical Sciences

When choosing a PhD program to enroll in, it’s important to select one that is related to the specific type of work or research that you are interested in pursuing during your career. That’s why, at Northeastern, the PhD in Pharmaceutical Sciences trains students in a number of specialized areas, including:

• Novel drug delivery systems
• Nanomedical technologies
• Physical pharmacy
• Biopharmaceutics and Pharmacokinetics

Taking the First Step

If you’re interested in pursuing a career as a pharmaceutical scientist, the good news is that it’s a completely achievable task. Once you’ve determined that this is the career path for you, all that remains is committing yourself to complete the required education that will empower you to build your skills and gain experience in the field. 

If you are exploring different degree options and are unsure of which program best aligns with your interests or career goals, your best course of action is likely to get in touch with an enrollment coach, who can help you evaluate your option. For more information about Northeastern’s master’s in pharmaceutical science, explore our program page .

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Impact BioMedical NYSEAM:IBO Stock Report

Impact BioMedical Inc.

NYSEAM:IBO Stock Report

Market Cap: US$26.8m

IBO Stock Overview

Engages in the discovery and development of products and treatment options in specialty biopharmaceuticals and consumer healthcare.

About the company

Risk Analysis

Has less than 1 year of cash runway

Earnings have declined by 48.1% per year over past 5 years

Makes less than USD$1m in revenue ($0)

Shares are highly illiquid

+ 1 more risk

Impact BioMedical Inc. Competitors

ProPhase Labs

NasdaqCM:PRPH

Qilian International Holding Group

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NasdaqCM:BGXX

AN2 Therapeutics

NasdaqGS:ANTX

Price history & performance.

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Return vs Industry : Insufficient data to determine how IBO performed against the US Pharmaceuticals industry .

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Price Volatility

Stable Share Price : IBO has not had significant price volatility in the past 3 months.

Volatility Over Time : Insufficient data to determine IBO's volatility change over the past year.

About the Company

Impact BioMedical Inc. engages in the discovery and development of products and treatment options in specialty biopharmaceuticals and consumer healthcare. It provides Linebacker, a platform of small molecule electrophilically enhanced polyphenol compounds with application in oncology, inflammatory disorders, and neurology; and Laetose technology that is derived from a unique combination of sugar and inositol, which can inhibit the inflammatory and metabolic response of sugar alone. The company also develops functional fragrance formulation, a suite of functional fragrances containing specialized botanical ingredients with application as an antimicrobial, and as an additive in insect repellents, detergents, lotions, shampoo, fabrics, and other substances.

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Last Reported Earnings

Jun 30, 2024

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Krasnoyarsk Krai

Natural resources

Power generation, transportation, administrative divisions, demographics, settlements, demographics for 2007, external links.

The krai lies in the middle of Siberia , and occupies nearly half of the Siberian Federal District , almost splitting it in half, stretching 3,000 kilometres (1,900   mi) from the Sayan Mountains in the south along the Yenisei River to the Taymyr Peninsula in the north. It borders (counting clockwise from the sea) the Sakha Republic , Irkutsk , the Tuva Republic , the Republic of Khakassia , Kemerovo , Tomsk , Tyumen Oblasts , the Khanty-Mansi Autonomous Okrug , the Yamalo-Nenets Autonomous Okrug and the Kara Sea and Laptev Sea of the Arctic Ocean in the north.

The krai is located in the basin of the Arctic Ocean ; a great number of rivers that flow through the krai drain into it eventually. The main rivers of the krai are the Yenisei, and its tributaries (from south to north): the Kan , the Angara , the Podkamennaya Tunguska , the Nizhnyaya Tunguska and the Tanama .

There are also several thousand lakes in the krai. The largest lakes include Beloye, Belyo, Glubokoye , Itat, Khantayskoye , Labas, Lama , Pyasina, Taymyr , and Yessey . The rivers and lakes are rich in fish.

The climate is strongly continental with large temperature variations during the year. Long winters and short, hot summers are characteristic for the central and southern regions where most of the krai's population lives. The territory of Krasnoyarsk Krai experiences conditions of three climate belts: arctic , subarctic , and humid continental . In the north there are less than 40 days with temperature above 10   °C (50   °F) , while in the south there are 110–120 such days.

The average temperature in January is −36   °C (−32.8   °F) in the north and −18   °C (−0.4   °F) in the south. The average temperature in July is 5 to 10   °C (41 to 50   °F) in the north – where the most poleward tree line in the world is found at Ary-Mas – and +20   °C (68   °F) in the south. The annual precipitation is 316 millimeters (12.4   in) (up to 1,200 millimeters (47   in) in the foothills of the Sayan Mountains). Snow covers the central regions of the krai from early November until late March. The peaks of the Sayan Mountains higher than 2,400–2,600 metres (7,900–8,500   ft) and those of the Putorana Plateau higher than 1,000–1,300 metres (3,300–4,300   ft) are covered with permanent snow. Permafrost is absent at low altitudes south of Lesosibirsk , but as one moves north it grades from sporadic around the 58th parallel to extensive discontinuous around the 60th parallel and continuous north of the 63rd parallel .

The coastline contains several prominent peninsulas – from west to east the main ones are the Minina Peninsula , Mikhailov Peninsula , the Taymyr Peninsula (by far the largest, and itself containing the Zarya Peninsula, Oskara Peninsula and Chelyuskin Peninsula ) and the Khara-Tumus Peninsula.

There are also a large number of islands off the krai's coast, the most prominent of which are (from west to east) Sibiryakov Island , Nosok Island, Dikson Island , Vern Island, Brekhovskiye Island (in the Yenisei Gulf ), Krestovskiy Island, the Kamennye Islands , the Zveroboy Islands , the Labyrintovye Islands , the Plavnikovye Islands , Kolosovykh Island , the Mona Islands , Rykacheva Island, Gavrilova Island, Belukha and Prodolgovatyy Islands, the Nordenskiöld Archipelago , the Firnley Islands , the Heiberg Islands , Starokadomsky Island , Maly Taymyr Island , the Komsomolskaya Pravda Islands , the Faddey Islands , and the Saint Peter Islands . There are also a number of islands further out that fall under the administration of Krasnoyarsk Krai – the most prominent being Bolshoy Island, Sverdrup Island , the Izvestiy TSIK Islands , the Arkticheskiy Institut Islands , the Kirov Islands , Uyedineniya Island , Voronina Island , Severnaya Zemlya (the largest group), and Ushakov Island . The highest point of the krai is Grandiozny Peak in the Eastern Sayan Mountains at an elevation of 2,922 meters (9,587   ft) .

In the south there is a Ergaki Nature Park which is a protected area of Krasnoyarsk Krai. It contains the Western Sayan Mountains. [11] The park was established in 2005 and it covers an area of 342,873   ha (847,260 acres) . [12] It is bordered by the Yenisei highway. [13]

According to archaeologists, the first people reached Siberia circa 40,000 BC . [14] The Andronovo culture , a group of Bronze Age peoples, lived in the area around 2000–900 BC, the remains of which were discovered in 1914 near the village of Andronovo, Uzhursky District . The grave-mounds and monuments of the Scythian culture in Krasnoyarsk Krai belong to the 7th century BC and are some of the oldest in Eurasia . A prince's grave, the Kurgan Arshan, discovered in 2001, is also located in the krai.

Russian settlement of the area (mostly by Cossacks ) began in the 17th century. After the construction of the Trans-Siberian Railway the Russian colonization of the area strongly increased. In 1822, the Yeniseysk Governorate was created with Krasnoyarsk as its administrative center that covered territory very similar to that of the current krai.

During both the Tsarist and the Soviet times, the territory of Krasnoyarsk Krai was used as a place of exile of political enemies, actual or alleged. The first leaders of the Soviet state, Vladimir Lenin and Joseph Stalin , were exiled to what is now the krai in 1897–1900 and 1903, respectively. In Stalin's era, numerous Gulag camps were located in the region.

On June   30, 1908, in the basin of the Podkamennaya Tunguska River , there occurred a powerful explosion most likely to have been caused by the air burst of a large meteoroid or comet fragment at an altitude of 5–10 kilometers (3.1–6.2 miles) above the Earth's surface. The force of the explosion is estimated to be about 10–15 megatons. It flattened more than 2,000 square kilometers (490,000 acres) of pine forest and killed thousands of reindeer.

Krasnoyarsk Krai was created in 1934 after disaggregation of the West Siberian and East Siberian Krais and later included Taymyr and Evenk Autonomous Okrugs and Khakas Autonomous Oblast . In 1991, Khakassia separated from the krai and became a republic within the Russian Federation. On January   1, 2007, following a referendum on the issue held on April   17, 2005, the territories of Evenk and Taymyr Autonomous Okrugs were merged into the krai.

During the Soviet period, the high authority in the krai was shared between three persons: The first secretary of the Krasnoyarsk CPSU Committee (who in reality had the most authority), the chairman of the krai Soviet (legislative power), and the chairman of the krai Executive Committee (executive power). Since the Dissolution of the Soviet Union in 1991 and the demise of the CPSU , the head of the krai administration, and eventually the governor has been appointed or elected alongside the elected regional parliament .

The Charter of Krasnoyarsk Krai is the fundamental law of the region. The Legislative Assembly of Krasnoyarsk Krai is the province's regional standing legislative (representative) body. The Legislative Assembly exercises its authority by passing laws, resolutions, and other legal acts and by supervising the implementation and observance of the laws and other legal acts passed by it. The legislative assembly consists of 52 deputies. 22 of them are elected in 22 one-mandate electoral districts by plurality system , 2 in Taymyr, 2 in Evenkia, and 26 are elected by proportional system from the lists offered by political parties. The highest executive body is the Oblast Government, which includes territorial executive bodies such as district administrations, committees, and commissions that facilitate development and run the day-to-day matters of the province. The Oblast administration supports the activities of the Governor who is the highest official and acts as the guarantor of the observance of the krai Charter in accordance with the Constitution of Russia .

In December 1991, president Boris Yeltsin appointed Arkady Veprev as the first governor of Krasnoyarsk Krai. In January 1993 Yeltsin appointed Valery Zubov as the second governor of Krasnoyarsk Krai. In Krasnoyarsk Territory governor elections were called. Zubov was elected in a universal election for a five-year term. The Legislative Assembly of Krasnoyarsk Krai was created as well.

In 1998, Zubov lost in the gubernatorial election to General Aleksandr Lebed , a well-known politician in all of Russia. In 2002 Lebed died in a helicopter accident.

In 2002, Alexander Khloponin , the governor of Taymyr Autonomous Okrug and an influential businessman, was elected a governor of Krasnoyarsk Krai. In 2007, he was nominated by president Vladimir Putin for re-election, and the legislative assembly elected Khloponin for the second term.

In 2010, after Khloponin was promoted to the office of the president's envoy in the North Caucasian Federal District , Lev Kuznetsov , a businessman and politician from Khloponin's circle, became the new governor of the krai. After Kuznetsov, Viktor Tolokonsky became Governor September 2017. After Tolokonsky, Aleksandr Uss became the Governor of Krasnoyarsk Krai where he remains in the role today.

Krasnoyarsk Krai is represented in the Federation Council of Russia , the upper house of the Russian parliament by two senators. In 2007, eight deputies were elected to the State Duma from Krasnoyarsk regional lists of different political parties .

Over 95% of the cities, a majority of the industrial enterprises, and all of the agriculture are concentrated in the south of the krai.

The krai is among the richest of Russia's regions in natural resources: 80% of the country's nickel , 75% of its cobalt , 70% of its copper , 16% of its coal , and 10% of its gold are extracted here. Krasnoyarsk also produces 20% of the country's timber . More than 95% of Russian resources of platinum and platinoids are concentrated in the krai.

The krai's major industries are: non-ferrous metallurgy , energy, forestry, chemicals, and oil refining. The major financial-industrial groups of Krasnoyarsk Krai are:

• Basic Element (Krasnoyarsk Aluminium Plant, Achinsk Alumina Complex, Krasnoyarsk Pulp and Paper Plant)
• Interros ( Norilsk Nickel )
• Evraz Group (iron mines, timber)
• MDM Group ( SUEK , Siberian Coal and Energy Company )
• RusHydro (generation of electric power)
• RZhD (railroads)
• Information Satellite Systems Reshetnev satellite manufacturing

The two most powerful hydroelectric plants in Russia are at the Yenisei River :

• Sajano-Schuschensk reservoir (Саяно-Шушенское водохранилище: 621   km 2 ; 31.300 Mio. m³; 6400 MW)
• Krasnoyarsk Reservoir (2130   km 2 ; 73.300 Mio. m³; 6000 MW)

Three are at its tributary Angara River :

• Irkutsk Hydroelectric Power Station (45.800 Mio. m³; 660 MW)
• Bratsk Reservoir (5426   km 2 ; 169.270 Mio. m³; 4500 MW)
• Ust-Ilimsk reservoir (Усть-Илимское водохранилище: 1873   km 2 ; 59.300 Mio. m³; 4320 MW)

It makes Krasnoyarsk Krai one of Russia's most important producers of electric energy and a desirable location for energy-intensive industries, such as aluminum plants. [ citation needed ]

• Trans-Siberian Railroad (650   km (400   mi) within Krasnoyarsk Krai), Norilsk Railroad (northernmost railroad in the world before Obskaya–Bovanenkovo Line); North Siberian Railroad is planned.
• Highways: M53 Baikal ( Novosibirsk - Krasnoyarsk - Irkutsk ), M54 Yenisei ( Krasnoyarsk - Kyzyl - Mongolia ) R409 Eniseiskiy trakt ( Krasnoyarsk - Lesosibirsk - Yeniseysk ).
• Northern Sea Route and shipping on the Yenisei. The main ports are: Dudinka , Igarka , Turukhansk , Yeniseysk , Maklakovo , Strelka , Krasnoyarsk
• 26 airports, including an international airport ( Yemelyanovo near Krasnoyarsk).
• Two pipes of Irkutsk - Anzhero-Sudzhensk petroleum pipeline.
• Major power transmission lines.

Krasnoyarsk Krai consists of forty-four districts and sixteen towns of district significance . Two of the districts (Evenkiysky and Taymyrsky; the former autonomous okrugs ) have special status.

Population (including former Taymyr and Evenk Autonomous Okrugs ): 2,856,971   ( 2021 Census ) ; [15] 2,828,187   ( 2010 Census ) ; [16] 3,023,525   ( 2002 Census ) ; [17] 3,596,260   ( 1989 Soviet census ) . [18]

Ethnic groups : The population of the krai mostly consists of Russians , and some other peoples of the former Soviet Union . The indigenous Siberian peoples make up no more than 1% of the population.

The 2021 Census reported the following ethnic composition: [19]

• 100,621 people were registered from administrative databases, and could not declare an ethnicity. It is estimated that the proportion of ethnicities in this group is the same as that of the declared group. [20]

Vital statistics for 2022: [21] [22]

• Births: 26,401 (9.3 per 1,000)
• Deaths: 38,428 (13.5 per 1,000)

Total fertility rate (2022): [23] 1.43 children per woman

Life expectancy (2021): [24] Total — 68.35 years (male   — 63.56, female   — 73.13)

As per the survey conducted in 2012, [26] 29.6% of the population of Krasnoyarsk Krai adhered to the Russian Orthodox Church , 5% declared to be a nondenominational Christian (excluding Protestant churches), 2% belonged to a different Orthodox churches , 1.5% was Muslim , 1% followed the Slavic native faith (Rodnovery), and 10.9% did not give an answer to the survey. In addition, 35% of the population declared to be "spiritual but not religious" and 15% to be atheist . [26]

Krasnoyarsk is the site of the Siberian Federal University , one of Russia's four largest educational institutions. Other notable higher education institutes of the krai are:

• Krasnoyarsk State Pedagogical University (Russian abbreviation is KGPU), founded in 1932
• Siberian State Technological University (Russian abbreviation is SibGTU), the oldest in the city, founded in 1930 as the Siberian Institute of Forestry
• Siberian State Aerospace University (Russian abbreviation is SibGAU), founded in 1960
• Krasnoyarsk State Medical University (Russian abbreviation is KrasGMU), founded in 1942
• Krasnoyarsk State Agrarian University (Russian abbreviation is Krasnoyarsk GAU), founded in 1952
• List of chairmen of the Legislative Assembly of Krasnoyarsk Krai

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Shushenskoye is an urban locality and the administrative center of Shushensky District of Krasnoyarsk Krai, Russia, located at the confluence of the Yenisei and Big Shush rivers. Population: 17,513 (2010 Census) ; 19,067 (2002 Census) ; 19,289 (1989 Soviet census) .

Dudinka is a town on the Yenisei River and the administrative center of Taymyrsky Dolgano-Nenetsky District of Krasnoyarsk Krai, Russia. It used to be the administrative center of Taymyr Autonomous Okrug, which was merged into Krasnoyarsk Krai on January 1, 2007. Population: 19,556 (2021 Census) ; 22,175 (2010 Census) ; 25,132 (2002 Census) ; 32,325 (1989 Soviet census) .

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Yeniseysk is a town in Krasnoyarsk Krai, Russia, located on the Yenisei River. Population: 18,766 (2010 Census) ; 20,394 (2002 Census) ; 22,891 (1989 Soviet census) ; 20,000 (1970).

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Borodino is a town in Krasnoyarsk Krai, Russia, located 186 kilometers (116 mi) northeast of Krasnoyarsk, the administrative center of the krai. Population: 17,416 (2010 Census) ; 19,181 (2002 Census) ; 18,426 (1989 Soviet census) .

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Balakhtinsky District is an administrative and municipal district (raion), one of the forty-three in Krasnoyarsk Krai, Russia. It is located in the southwest of the krai and borders with Kozulsky and Yemelyanovsky Districts in the north, Beryozovsky District in the northeast, Mansky District in the east, Kuraginsky District in the southeast, Idrinsky, Krasnoturansky, and Novosyolovsky Districts in the south, Uzhursky District in the west, and with Nazarovsky District in the northwest. The area of the district is 10,250 square kilometers (3,960 sq mi). Its administrative center is the urban locality of Balakhta. Population: 21,000 (2010 Census) ; 25,518 ; 28,572 (1989 Soviet census) . The population of Balakhta accounts for 35.3% of the district's total population.

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Taymyrsky Dolgano-Nenetsky District is an administrative and municipal district (raion), one of the forty-three in Krasnoyarsk Krai, Russia. It is located in the north of the krai above the Arctic Circle on the Taymyr Peninsula and borders with Laptev and Kara Seas in the north, the Sakha Republic in the east, Evenkiysky and Turukhansky Districts in the south, and with Yamalo-Nenets Autonomous Okrug in the west. The area of the district is 879,900 square kilometers (339,700 sq mi). Its administrative center is the town of Dudinka, which accounts for 64.4% of the district's total population. The 2010 Russian census counted 34,432 people in the whole district, as opposed to 39,786 in 2002, and 55,111 (1989 Soviet census) in 1989.

Yermakovsky District is an administrative and municipal district (raion), one of the forty-three in Krasnoyarsk Krai, Russia. It is located in the south of the krai and borders with Karatuzsky District in the northeast, the Tuva Republic in the east and south, and with Shushensky District in the west and northwest. The area of the district is 17,652 square kilometers (6,815 sq mi). Its administrative center is the rural locality of Yermakovskoye. Population: 20,918 (2010 Census) ; 23,202 ; 23,043 (1989 Soviet census) . The population of Yermakovskoye accounts for 40.9% of the district's total population.

Uyar is a town and the administrative center of Uyarsky District of Krasnoyarsk Krai, Russia, located on the Uyarka River 132 kilometers (82 mi) east of Krasnoyarsk. Population: 12,665 (2010 Census) ; 13,807 (2002 Census) ; 17,040 (1989 Soviet census) .

• ↑ Law #5-KY
• ↑ Президент Российской Федерации.   Указ   №849   от   13 мая 2000 г. «О полномочном представителе Президента Российской Федерации в федеральном округе». Вступил в силу   13 мая 2000 г. Опубликован: "Собрание законодательства РФ", No.   20, ст. 2112, 15 мая 2000 г. (President of the Russian Federation.   Decree   # 849   of   May 13, 2000 On the Plenipotentiary Representative of the President of the Russian Federation in a Federal District . Effective as of   May 13, 2000.).
• ↑ Госстандарт Российской Федерации.   №ОК 024-95   27 декабря 1995 г. «Общероссийский классификатор экономических регионов. 2.   Экономические районы», в ред. Изменения №5/2001 ОКЭР. ( Gosstandart of the Russian Federation.   # OK 024-95   December 27, 1995 Russian Classification of Economic Regions. 2.   Economic Regions , as amended by the Amendment   # 5/2001 OKER. ).
• 1 2 Charter of Krasnoyarsk Krai, Article   46
• ↑ "Сведения о наличии и распределении земель в Российской Федерации на 01.01.2019 (в разрезе субъектов Российской Федерации)" . Federal Service for State Registration, Cadastre and Cartography . Archived from the original on February 9, 2022 . Retrieved August 29, 2023 .
• ↑ Russian Federal State Statistics Service. Всероссийская перепись населения 2020 года. Том 1 [ 2020 All-Russian Population Census, vol. 1 ] (XLS) (in Russian). Federal State Statistics Service .
• ↑ "26. Численность постоянного населения Российской Федерации по муниципальным образованиям на 1 января 2018 года" . Federal State Statistics Service . Retrieved January 23, 2019 .
• ↑ "Об исчислении времени" . Официальный интернет-портал правовой информации (in Russian). June 3, 2011 . Retrieved January 19, 2019 .
• ↑ Official throughout the Russian Federation according to Article   68.1 of the Constitution of Russia .
• ↑ "История" . ergaki-park.ru . Ergaki Natural Park . Retrieved January 16, 2024 .
• ↑ Baklitskaya, Kate (November 1, 2012). "Siberian Secrets - the majestic Yergaki National Park" . siberiantimes.com . The Siberian Times . Retrieved January 16, 2024 .
• ↑ Mikhailovich, Ryzhenkov Vladimir (2024). "Природный парк «Ергаки» / Досье / Справка" . newslab.ru . News Laboratory LLC . Retrieved January 16, 2024 .
• ↑ "Arctic Social Sciences - Arctic Studies Center" . Mnh.si.edu . Retrieved September 27, 2012 .
• ↑ Russian Federal State Statistics Service (2011). Всероссийская перепись населения 2010 года. Том   1 [ 2010 All-Russian Population Census, vol.   1 ] . Всероссийская перепись населения 2010   года [2010 All-Russia Population Census] (in Russian). Federal State Statistics Service .
• ↑ Federal State Statistics Service (May 21, 2004). Численность населения России, субъектов Российской Федерации в составе федеральных округов, районов, городских поселений, сельских населённых пунктов   – районных центров и сельских населённых пунктов с населением 3   тысячи и более человек [ Population of Russia, Its Federal Districts, Federal Subjects, Districts, Urban Localities, Rural Localities—Administrative Centers, and Rural Localities with Population of Over 3,000 ] (XLS) . Всероссийская перепись населения 2002   года [All-Russia Population Census of 2002] (in Russian).
• ↑ Всесоюзная перепись населения 1989   г. Численность наличного населения союзных и автономных республик, автономных областей и округов, краёв, областей, районов, городских поселений и сёл-райцентров [ All Union Population Census of 1989: Present Population of Union and Autonomous Republics, Autonomous Oblasts and Okrugs, Krais, Oblasts, Districts, Urban Settlements, and Villages Serving as District Administrative Centers ] . Всесоюзная перепись населения 1989   года [All-Union Population Census of 1989] (in Russian). Институт демографии Национального исследовательского университета: Высшая школа экономики [Institute of Demography at the National Research University: Higher School of Economics]. 1989 – via Demoscope Weekly .
• ↑ "Национальный состав населения" . Federal State Statistics Service . Retrieved December 30, 2022 .
• ↑ "Перепись-2010: русских становится больше" . Perepis-2010.ru. December 19, 2011. Archived from the original on December 25, 2018 . Retrieved September 27, 2012 .
• ↑ "Information on the number of registered births, deaths, marriages and divorces for January to December 2022" . ROSSTAT . Archived from the original on March 2, 2023 . Retrieved February 21, 2023 .
• ↑ "Birth rate, mortality rate, natural increase, marriage rate, divorce rate for January to December 2022" . ROSSTAT . Archived from the original on March 2, 2023 . Retrieved February 21, 2023 .
• ↑ Суммарный коэффициент рождаемости [ Total fertility rate ] . Russian Federal State Statistics Service (in Russian). Archived from the original (XLSX) on August 10, 2023 . Retrieved August 10, 2023 .
• ↑ "Демографический ежегодник России" [ The Demographic Yearbook of Russia ] (in Russian). Federal State Statistics Service of Russia (Rosstat) . Retrieved June 1, 2022 .
• ↑ "Территориальный орган Федеральной службы государственной статистики по Красноярскому краю - Население" . Statis.krs.ru . Retrieved September 27, 2012 .
• 1 2 3 "Arena: Atlas of Religions and Nationalities in Russia" . Sreda, 2012.
• ↑ 2012 Arena Atlas Religion Maps . "Ogonek", № 34 (5243), 27/08/2012. Retrieved 21/04/2017. Archived .
• Законодательное Собрание Красноярского края.   №5-1777   5 июня 2008 г. «Устав Красноярского края», в ред. Закона №4-1178 от   4 апреля 2013 г.   «Об изменении статей   62 и   90 Устава Красноярского края в связи с принятием Федерального закона от 3   декабря 2012   года №229-ФЗ "О порядке формирования Совета Федерации Федерального Собрания Российской Федерации"». Вступил в силу   24 июня 2008 г. (за исключением отдельных положений). Опубликован: "Краевой вестник", №1 (спецвыпуск), 11 июня 2008 г. (Legislative Assembly of Krasnoyarsk Krai.   # 5-1777   June   5, 2008 Charter of Krasnoyarsk Krai , as amended by the Law   # 4-1178 of   April   4, 2013 On Amending Articles   62 and   90 of the Charter of Krasnoyarsk Krai Due to the Adoption of the Federal Law #229-FZ of December   3, 2012 "On the Procedures of the Formation of the Federation Council of the Federal Assembly of the Russian Federation" . Effective as of   June   24, 2008 (with the exception of certain clauses).).

Всероссийский Центральный Исполнительный Комитет.   Постановление   от   7 декабря 1934 г. «О разукрупнении Западносибирского и Восточносибирского краёв и образовании новых областей в Сибири». ( All-Russian Central Executive Committee .   Resolution   of   December 7, 1934 On the Subdivision of West Siberian and East Siberian Krais and on the Establishment of New Oblasts in Siberia . ).

• Official website of Krasnoyarsk Krai Archived October 14, 2015, at the Wayback Machine (in Russian)
• Putorana Plateau at Natural Heritage Protection Fund
• Пантелеев В. НА ПЕРЕЛОМЕ: Аркадий Вепрев у руля. Победа Валерия Зубова на губернаторских выборах//Красноярский рабочий.- 2011. - №145.- 19 августа.
• "Yeniseisk"   . Encyclopædia Britannica . Vol.   28 (11th   ed.). 1911. pp.   914–915.

• Czech Republic