Medical Affairs Patient-Centricity and Proving Value

$1,995.00

Medical Affairs Patient-Centricity and Proving Value: A Comprehensive Analysis of Cutting Edge Information’s Medical Affairs Research

To help bring medical affairs teams to the next level, this research explores how different medical affairs subfunctions and groups currently measure value and how they can evolve or shift to become even more valuable and patient-centric. This study combines targeted and broad data collection to help readers examine both overarching and subfunctions-specific medical affairs trends.

Download Now! speak-to-an-expert

Report Details 

 

Medical Affairs Patient-Centricity and Proving Value: A Comprehensive Analysis of Cutting Edge Information’s Medical Affairs Research

  • Publication Date: November 2017
  • Pages: 81
  • Chapters: 1
  • Metrics: 500+ Charts/Graphics: 70+

Cutting Edge Information analysts classify surveyed teams based on two primary criteria:

  • team region
  • Company size

Top Reasons to Read This Medical Affairs Patient-Centricity an Proving Value Report 

 

Elevate medical affairs to the next level: discover new ways to boost medical affairs patient-centricity and better demonstrate team value. Medical affairs groups expand their reach beyond thought leaders to payers, patients and other internal functions, such as clinical development. A well-rounded medical affairs team offers value, assistance and insights to these different groups. This report highlights timelines, processes and direct feedback from executives that delve into medical affairs teams’ shifting role as an integral part of an organization.

Drive home value using best practices and innovative KPIs. Intangible metrics are very difficult to measure, but teams that can report how their efforts impact stakeholders will drive home value to the larger organization. The report examines best practices and a range of metrics and strategies that teams can use to better measure their value.

Increase patient-centricity for each subfunction. Medical affairs patient-centricity is an important aspect of the evolving role of medical affairs teams. This report showcases popular — and proven — ways for different subfunctions to increase medical affairs patient-centricity during prelaunch, launch and post-launch stages. These insights identify industry trends and innovations for medical affairs patient-centricity and proving value that teams can implement within their teams.

Patient-Centric Medical Communications Activities 

The most popular way to increase patient-centricity among medical communications groups during prelaunch and launch stages is to gather patient insights.  Once the product reaches market, the most common method shifts to patient education and patient support call centers (Figure 42).  Figures 43 through 50 show select surveyed teams’ responses for how their medical communications teams can better embrace patient-centricity.  

  • Prelaunch: Prelaunch patient-centric activities focus largely on gathering patient insights and incorporating patient perspectives into publications.  These activities lay the groundwork for future medical communications activities. 
  • Launch: Gathering patient insights remains the most common patient-centric activity during the launch window.  There is a four-way tie for the second-most popular activity as incorporating the patient voice into publications decreases and gathering HCP insights, patient education and patient-support call centers increase.  This shift is natural given that publications activities occur largely prelaunch while patient communications have fewer compliance hurdles — and a larger patient audience — when the product launches. 
  • Post-Launch: After the product has been on market for about a year, patient support call centers and patient education become even more critical patient-centric activities.  This time period is also key for reevaluating standard response documents (SRDs) based on patients’ insights and needs.  Similarly, since post-launch is prime time for medical education, another common endeavor is to incorporate patient perspectives into CME programs. 

Examples of Companies that Have Participated in This Study: 

ph224-participation-list

Table of Contents

6             Medical Affairs Patient-Centricity and Proving Value

11           About This Report

16           Thought Leader Activities

42           Medical Communications

66           Advancing Research

CHARTS AND GRAPHICS

6             Medical Affairs Patient-Centricity and Proving Value

7             Figure 1: Average and Median Medical Affairs Team Budget (All Company Sizes and Regions)

7             Figure 2: Average and Median Percentage Increase in Medical Affairs Team Budgets (All Company Sizes and Regions)

8             Figure 3: The Evolution of Medical Affairs Objectives

10           Figure 4: Three Categories of Medical Affairs Activities

11           About This Report

12           Figure 5: Cutting Edge Information Research Methodology

14           Figure 6: Study Definitions: Team Region

15           Figure 7: Study Definitions: Company Size

16           Thought Leader Activities

17           Figure 8: Thought Leader Activity Timelines: All Teams

18           Figure 9: Thought Leader Activity Timelines: Global Teams

19           Figure 10: Thought Leader Activity Timelines: US Teams

21           Figure 11: Thought Leader Activity Timelines: Top 10 and Top 5a0 Company Teams

21           Figure 12: Thought Leader Activity Timelines: Small Company Teams

23           Figure 13: Time When Teams Start Tracking Specific Thought Leader Activity KPIs

25           Figure 14: Time When Teams Start Tracking the Number of New KOL Relationships per MSL

25           Figure 15: Time When Teams Start Tracking the Number of Scientific Speeches Delivered by KOLs

26           Figure 16: Time When Teams Start Tracking Insights Gathered from HCPs and Patients

26           Figure 17: Time When Teams Start Tracking Clinical Operations Support

28           Figure 18: Methods to Be More Patient-Centric: Thought Leader Activities

28           Figure 19: Survey Responses for Patient-Centric Thought Leader Activities: Disease Education

29           Figure 20: Survey Responses for Patient-Centric Thought Leader Activities: Gather KOL Insights

29           Figure 21: Survey Responses for Patient-Centric Thought Leader Activities: Understand the Patient’s Journey

30           Figure 22: Survey Responses for Patient-Centric Thought Leader Activities: Gather Patient Insights

30           Figure 23: Survey Responses for Patient-Centric Thought Leader Activities: Identify / Meet Unmet Needs

31           Figure 24: Survey Responses for Patient-Centric Thought Leader Activities: Harness MSLs

31           Figure 25: Survey Responses for Patient-Centric Thought Leader Activities: Patient Support

32           Figure 26: Methods Used to Demonstrate Thought Leader Management Value

33           Figure 27: Range and Average Traditional KPIs, by Lifecycle Stage

35           Figure 28: Items Tracked in the Physician Interaction Database

36           Figure 29: Thought Leader Management Outcomes

37           Figure 30: Methods Used to Prove MSL Value

38           Figure 31: KPIs’ Usefulness in Proving MSL Value: Traditional KPIs

38           Figure 32: Monthly Target Number for Traditional KPIs

39           Figure 33: KPIs’ Usefulness in Proving MSL Value: Emerging KPIs

40           Figure 34: Monthly Target Number for Emerging KPIs

41           Figure 35: Example of Tracking an MSL’s Impact on Patient Outcomes

42           Medical Communications

44           Figure 36: Medical Communications Activity Timelines: All Teams

45           Figure 37: Medical Communications Activity Timelines: US Teams

46           Figure 38: Medical Communications Activity Timelines: Global Teams

47           Figure 39: Medical Communications Activity Timelines: Top 10 and Top 50 Company Teams

49           Figure 40: Time When Teams Start Tracking Specific Medical Communications Activity KPIs

50           Figure 41: Time When Teams Start Tracking the Quality of a CME Program

52           Figure 42: Methods to Be More Patient-Centric: Medical Communications Activities

52           Figure 43: Survey Responses for Patient-Centric Medical Communications Activities: Gather Patient Insights

53           Figure 44: Survey Responses for Patient-Centric Medical Communications Activities: Incorporate Patient Perspectives in Publications

53           Figure 45: Survey Responses for Patient-Centric Medical Communications Activities: Patient Education

54           Figure 46: Survey Responses for Patient-Centric Medical Communications Activities: Gather HCP Insights

54           Figure 47: Survey Responses for Patient-Centric Medical Communications Activities: Gather Insights from Internal Personnel

55           Figure 48: Survey Responses for Patient-Centric Medical Communications Activities: Incorporate Patient Perspectives in CME

55           Figure 49: Survey Responses for Patient-Centric Medical Communications Activities: Reevaluate Key Documents for Patient Questions

56           Figure 50: Survey Responses for Patient-Centric Medical Communications Activities: Patient Support Call Centers

57           Figure 51: Methods Used to Demonstrate Medical Publications Value

59           Figure 52: KPIs Used to Measure Medical Publications Value

61           Figure 53: Methods Used to Prove Medical Education Value

61           Figure 54: Measurements Teams Use to Prove Company-Sponsored Medical Education Value

62           Figure 55: Example of an Effective Approach to Learning

64           Figure 56: Methods Used to Prove Medical Information Value

64           Figure 57: Percentage of Medical Information Teams Tracking Specific KPIs

65           Figure 58: Percentage of External Inquiries Placed by Specific Stakeholders

66           Advancing Research

66           Figure 59: Methods Used to Demonstrate Advancing Research Activity Value

67           Figure 60: Advancing Research Activity Timelines: All Teams

68           Figure 61: Advancing Research Activity Timelines: Global Teams

70           Figure 62: Time When Teams Start Tracking Specific Advancing Research Activity KPIs

72           Figure 63: Average Percentage of Phase 4 Trials and IITs Containing Certain Research Aspects

73           Figure 64: Survey Responses for Patient-Centric Advancing Research Activities

74           Figure 65: Range and Average Number of Days Spent in Each IIT Review Stage

75           Figure 66: Percentage of Evaluated IIT Proposals Approved

76           Figure 67: Comparing How Contract Negotiation Affects IIT Timelines

77           Figure 68: Importance of IIT Outcomes: Ratings from 1 to 5

79           Figure 69: Range and Average Number of Days Spent in Each Phase 4 Study Stage

79           Figure 70: Percentage of Phase 4 Trials Achieving Target Patient Enrollment

81           Figure 71: Phase 4 Trial Objectives

81           Figure 72: Data Portfolio Expansion Objectives