Medical Affairs Management

$6,495.00

Medical Affairs Management provides executives with insights and benchmarks about global medical affairs teams’ overall structure and resources, as well as 15 different subfunctions. It also explores internal and external trends affecting global medical affairs strategy development. The report’s data were compiled from global, US and country-level teams for Top 10, Top 50, small and device companies. Armed with these data, medical affairs leaders will continue to innovate and prove the strategic value and overall necessity of medical affairs. Use this report to implement best practices for developing a consistent global medical affairs strategy.

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Report Details and Features

This report provides executives with insights and benchmarks about medical affairs teams’ overall structure and resources, as well as internal and external trends that affect the function.  The report’s data were compiled from global, US and country-level teams for Top 10, Top 50, small and device companies.  Armed with these data, medical affairs leaders will continue to innovate and prove the strategic value and overall necessity of medical affairs. 

Report details:

  • 9 chapters + an Executive Summary
  • 476 pages
  • 500+ metrics
  • 380+ graphics

Data have been split by team region:

  • Global
  • US
  • Country-Level

Data have also been split by company size:

  • Top 10
  • Top 50
  • Small
  • Device

Highlights include: 

  • Detailed benchmarks exploring how companies staff and budget 15 key subfunctions, including:
    • Total department budget
    • Percentage of budget allocated to each subfunction
    • 2015 to 2016 budget differences
    • Budget outsourcing
    • Number of FTEs dedicated to the team
    • Change in staffing from 2015 to 2016
    • Activity start and peak activity levels during the product lifecycle
  • Budget per year (2014–16) for the total medical affairs budget
  • Data showing budget per supported product and per FTE
  • Data showing number range and number of outsourced medical affairs FTEs
  • Infographics showing real-world companies’ medical affairs structures
  • Commentary from top medical leaders highlighting medical affairs’ most exciting and most concerning trends
  • Profiles showing 13 medical affairs teams’ budget and staffing data

Top Reasons to Buy This Medical Affairs Report

Benchmark resources for medical teams — and for 15 vital subfunctions: As the strategic influence of medical affairs grows, ensuring proper resource support is essential. This report showcases structures, budgets & outsourcing and staffing metrics for medical teams — across company type and team scope (global, US and country-level) — as a whole. Six of this study’s nine chapters also delve into these resource benchmarks for individual subfunctions. The breadth and depth of the research make this study a one-stop source for medical affairs resource allocation and trends.

Stay ahead of, and prepare for, the latest medical affairs trends: Today’s life sciences landscape calls for an ever-increasing need for medical and scientific information. Gain insight into how the medical function is evolving to meet new opportunities and challenges. This report pinpoints the most exciting and concerning trends facing these groups today and compiles direct feedback from leading executives on how they are innovating to better serve healthcare stakeholders, patients and the internal organization.

Establish balanced firewalls to encourage medical teams’ involvement in corporate strategy: Medical affairs is essentially the keeper of scientific information. These data color just about everything the company does — from sales rep conversations to marketing to portfolio planning and beyond. Despite the benefits of medical affairs’ involvement, a large factor in the function’s ability to impact company strategies is the severity of internal firewalls and the level of communication medical teams have with other departments. This report discusses how to establish firewalls between commercial and medical teams that enable communication while remaining compliant; how to identify the best structure and communication methods for your medical team; and how to determine which subfunctions your medical affairs team should support.

You may also be interested in CEIConnect: The Lifesciences industry’s premier on-demand business intelligence research library.

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Sample list of companies that participated in this study:

Medical Affairs Management Survey Partcipants

Excerpt from Medical Affairs Management

As healthcare stakeholders become more focused on clinical data and scientific
discussions, the strategic importance of medical affairs increases. Science is
progressing too quickly for many busy physicians to keep up, and — with the ease of the Internet — many patients are becoming educated consumers. Medical affairs activities are crucial for satiating these stakeholders’ thirst for knowledge.

Once viewed primarily as a marketing tool, medical affairs is now a crucial function devoted to disseminating scientific information. Internal firewalls have freed medical affairs from commercial’s influence at many companies, giving medical affairs autonomous decision-making power. Many companies are also beginning to recognize the value that medical affairs teams can bring to corporate strategy development.

Table of Contents

17           Executive Summary

19           Medical Affairs Management: Key Recommendations for Success

29           Establishing Structures to Facilitate Internal Coordination

59           Benchmarking Medical Affairs Budgets and Staffing

61           Determining Medical Affairs Team Budgets by Scope of Responsibility

79           Right-Sizing Medical Affairs Staffing to Optimize Product and Scientific Community Support

87           Leveraging Vendors to Support Medical Affairs Subfunctions

98           The Transformation of Medical Affairs: Exciting and Concerning Trends

102        Medical Affairs’ Increasing Involvement in Corporate Strategy

108         Proving Medical Affairs Value: The Constant Battle

114         The End Goal of Medical Affairs: Educating Physicians and Patients

122        Compliance: Navigating a Challenging Landscape

127        Cultivating Thought Leader Engagement and Meeting Physician Needs

129         Medical Science Liaison Teams: Offering a Valuable Scientific Resource to Healthcare Providers

152        Thought Leader Development: Coordinating KOL Activities Across Multiple Functions

172         Speaker Programs: Educating Physicians on Important Treatment Trends

188        Accomplish Medical Communications Objectives through Strategic Budget and Staffing Allocations

193         Medical Information: Providing Invaluable Support for Internal and External Teams

221         Medical Publications: Publicizing Study Outcomes to Expand Medical Knowledge

248        Medical Education: Supporting Meaningful and Informative Programs

274         IITs, Medical Grants and Phase 4 Trials: Promoting Research and Corporate Goodwill

277        Investigator-Initiated Trials: Supplementing Company Research and Building KOL Relationships

303         Medical Grants: Process Support and Limited Resource Needs

329         Phase 4 Trials: Collecting Outcomes and Efficacy Data After Product Launch

355        HEOR and Managed Care: Coordinating Medical Affairs and Market Access Personnel

356        Leverage Health Economics and Outcomes Research Teams to Consolidate Medical Affairs and Market Access Objectives

379        Enhance the Value of Managed Care Liaisons by Facilitating Interteam Communication

393        Health Outcomes Liaisons: Emerging Medical Affairs Subfunction

401        Drug Safety, Compliance and Regulatory Affairs: Diverse Perspectives Bolster Medical Affairs Strategy

402        Drug Safety: Autonomous Globally, Medical Affairs-Owned Locally

418        Compliance Functions: a Valuable Resource for In-House Teams

429        Contributions from Regulatory Teams Guide Medical Affairs Strategy

439         Medical Affairs Team Profiles

 CHARTS AND GRAPHICS

19           Medical Affairs Management: Key Recommendations for Success

22           Figure E.1: Average Percentage Medical Affairs Budget Allocated and FTEs Dedicated per                 Subfunction

29           Establishing Structures to Facilitate Internal Coordination

32           Figure 1.1: Functional Oversight of Medical Affairs, by Team Region

32           Figure 1.2: Functional Oversight of Medical Affairs, by Company Size

36           Figure 1.3: Top 50 Company D’s Medical Affairs Reporting Structure

37           Figure 1.4: Device Company E’s Medical Affairs Reporting Structure

40           Figure 1.5: Medical Affairs Structure, by Team Region

40           Figure 1.6: Medical Affairs Structure, by Company Size

42           Figure 1.7: Top 10 Company B’s Medical Affairs Team Reporting

46           Figure 1.8: Title of Medical Affairs Head, by Team Region

46           Figure 1.9: Title of Medical Affairs Head, by Company Size

47           Figure 1.10: Percentage of Medical Affairs Teams Responsible for Specific Subfunctions: All Teams

49           Figure 1.11: Percentage of Medical Affairs Teams Responsible for Specific Subfunctions: Global    Teams

50           Figure 1.12: Percentage of Medical Affairs Teams Responsible for Specific Subfunctions: US Teams

52           Figure 1.13: Percentage of Medical Affairs Teams Responsible for Specific Subfunctions: Country-Level Teams

54           Figure 1.14: Range and Average Number of Products Medical Affairs Teams Support, by Team Region

54           Figure 1.15: Range and Average Number of Products Medical Affairs Teams Support, by Team Region

56           Figure 1.16: Percentage of Investigational and Marketed Products Medical Affairs Teams Support

57           Figure 1.17: Number of Marketed and Investigational Products Medical Affairs Teams Support: Global Teams

57           Figure 1.18: Number of Marketed and Investigational Products Medical Affairs Teams Support: US Teams

58           Figure 1.19: Number of Marketed and Investigational Products Medical Affairs Teams Support: Country-Level Teams

59           Benchmarking Medical Affairs Budgets and Staffing

60           Figure 2.1: Average Budget and FTEs per Subfunction

61           Determining Medical Affairs Team Budgets by Scope of Responsibility

63           Figure 2.2: Average Budget Allocations to Specific Medical Affairs Subfunctions, by

63           Team Region

65           Figure 2.3: Range and Average of Total Medical Affairs Budget, by Year (2014-2016): Global Teams

66           Figure 2.4: Total Medical Affairs Budget for 2014: Global Teams

67           Figure 2.5: Total Medical Affairs Budget for 2015: Global Teams

67           Figure 2.6: Total Medical Affairs Budget for 2016: Global Teams

68           Figure 2.7: Range and Average of Total Medical Affairs Budget, by Year (2014-2016): US Teams

69           Figure 2.8: Total Medical Affairs Budget for 2014: US Teams

70           Figure 2.9: Total Medical Affairs Budget for 2015: US Teams

70           Figure 2.10: Total Medical Affairs Budget for 2016: US Teams

71           Figure 2.11: Range and Average of Total Medical Affairs Budget, by Year (2014-2016): Country-Level Teams

72           Figure 2.12: Total Medical Affairs Budget for 2014: Country-Level Teams

73           Figure 2.13: Total Medical Affairs Budget for 2015: Country-Level Teams

73           Figure 2.14: Total Medical Affairs Budget for 2016: Country-Level Teams

76           Figure 2.15: Range and Average of Medical Affairs Budget per Supported Product, by Team Region

77           Figure 2.16: Medical Affairs 2015 Budget per Supported Product, by Company: Global Teams

78           Figure 2.17: Medical Affairs 2015 Budget per Supported Product, by Company: US Teams

78           Figure 2.18: Medical Affairs 2015 Budget per Supported Product, by Company: Country-Level Teams

79           Right-Sizing Medical Affairs Staffing to Optimize Product and Scientific Community Support

80           Figure 2.19: Range and Average of Medical Affairs Staffing for 2015 (Excluding Field-Based Personnel)

80           Figure 2.20: Range and Average of Medical Affairs Staffing for 2016 (Excluding Field-Based Personnel)

81           Figure 2.21 Medical Affairs Staffing for 2015 and 2016 (Excluding Field-Based Personnel): Global Teams

82           Figure 2.22: Medical Affairs Staffing for 2015 and 2016 (Excluding Field-Based Personnel): US Teams

82           Figure 2.23: Medical Affairs Staffing for 2015 and 2016 (Excluding Field-Based Personnel): Country-Level Teams

83           Figure 2.24: Range and Average of Medical Affairs Budget per FTE for 2015 (Excluding Field-Based Personnel)

85           Figure 2.25: Medical Affairs 2015 Budget per FTE (Excluding Field-Based Personnel): Global Teams

85           Figure 2.26: Medical Affairs 2015 Budget per FTE (Excluding Field-Based Personnel): US Teams

86           Figure 2.27: Medical Affairs 2015 Budget per FTE (Excluding Field-Based Personnel): Country-Level Teams

87           Figure 2.28: Percentage of Teams that Outsource Budgets for One or More Medical Affairs Subfunctions, by Team Region

87           Leveraging Vendors to Support Medical Affairs Subfunctions

89           Figure 2.29: Percentage of Global Teams Outsourcing Budget for Specific Medical Affairs Subfunctions

90           Figure 2.30: Percentage of US Teams Outsourcing Budget for Specific Medical Affairs Subfunctions

91           Figure 2.31: Percentage of Country-Level Teams Outsourcing Budget for Specific Medical Affairs Subfunctions

93           Figure 2.32: Range and Average Number of Outsourced Medical Affairs FTEs, by Team Region

95           Figure 2.33: Number of Outsourced Medical Affairs FTEs, by Company: Global Teams

95           Figure 2.34: Number of Outsourced Medical Affairs FTEs, by Company: US Teams

96           Figure 2.35: Number of Outsourced Medical Affairs FTEs, by Company: Country-Level Teams

98           The Transformation of Medical Affairs: Exciting and Concerning Trends

99          Figure 3.1: Exciting Trends in Medical Affairs

101        Figure 3.2: Concerning Trends in Medical Affairs

102        Medical Affairs’ Increasing Involvement in Corporate Strategy

103        Figure 3.3: Exciting Trends: Medical Affairs’ Increasing Role in Corporate Strategy

105        Figure 3.4: Concerning Trends: Misconceptions About Medical Affairs Being Commercial

108         Proving Medical Affairs Value: The Constant Battle

113         Figure 3.5: Type of Database Teams Use to Track Physician Interactions

114         The End Goal of Medical Affairs: Educating Physicians and Patients

115         Figure 3.6: Exciting Trends: Increased Emphasis on Scientific Exchanges with Healthcare Professionals

118        Figure 3.7: Exciting Trends: Emphasis on New Types of Data and Evidence

119         Figure 3.8: Concerning Trends: Misuse of Scientific Data

121         Figure 3.9: Exciting Trends: Use of New Technology to Facilitate Interactions with Patients and HCPs

122        Compliance: Navigating a Challenging Landscape

123        Figure 3.10: Concerning Trends: Compliance and Overregulation

125         Figure 3.11: Concerning Trends: Difficulty Interacting with KOLs Because of Compliance

127        Cultivating Thought Leader Engagement and Meeting Physician Needs

128         Figure 4.1: Average Ranking of Factors Used to Determine a Physician’s Scope of Influence

129         Medical Science Liaison Teams: Offering a Valuable Scientific Resource to Healthcare Providers

130         Figure 4.2: Percentage of Medical Affairs Teams with Responsibility Over MSL Teams

132         Figure 4.3: Percentage of Medical Affairs Budget Allocated to MSL Teams, by Company: Global Teams

133        Figure 4.4: MSL Team 2015 Budget, by Company: Global Teams

134        Figure 4.5: MSL Team Budget Change from 2015 to 2016: Global Teams

135        Figure 4.6: MSL Team Budget Outsourcing: Global Teams

136        Figure 4.7: Number of FTEs Dedicated to MSL Teams in 2015, by Company: Global Teams

136         Figure 4.8: Change in Staffing for MSL Teams from 2015 to 2016: Global Teams

137         Figure 4.9: Percentage of Medical Affairs Budget Allocated to MSL Teams, by Company: US Teams

138         Figure 4.10: MSL Team 2015 Budget, by Company: US Teams

139         Figure 4.11: MSL Team Budget Change from 2015 to 2016: US Teams

139         Figure 4.12: MSL Team Budget Outsourcing: US Teams

141         Figure 4.13: Number of FTEs Dedicated to MSL Teams in 2015, by Company: US Teams

141         Figure 4.14: Change in Staffing for MSL Teams from 2015 to 2016: US Teams

142         Figure 4.15: Percentage of Medical Affairs Budget Allocated to MSL Teams, by Company: Country-Level Teams

143        Figure 4.16: MSL Team 2015 Budget, by Company: Country-Level Teams

144        Figure 4.17: MSL Team Budget Change from 2015 to 2016: Country-Level Teams

144        Figure 4.18: MSL Team Budget Outsourcing: Country-Level Teams

145        Figure 4.19: Number of FTEs Dedicated to MSL Teams in 2015, by Company: Country-Level Teams

146         Figure 4.20: Change in Staffing for MSL Teams from 2015 to 2016: Country-Level Teams

148        Figure 4.21: Development Stage of Activity Start, by Team Region: MSL Teams

149         Figure 4.22: Development Stage of Peak Activity, by Team Region: MSL Teams

150         Figure 4.23: Activity Start and Peak for MSL Teams, by Company: Global Teams

151         Figure 4.24: Activity Start and Peak for MSL Teams, by Company: US Teams

151         Figure 4.25: Activity Start and Peak for MSL Teams, by Company: Country-Level Teams

152        Thought Leader Development: Coordinating KOL Activities Across Multiple Functions

153         Figure 4.26: Percentage of Medical Affairs Teams with Responsibility Over Thought Leader Development

154         Figure 4.27: Percentage of Medical Affairs Budget Allocated to Thought Leader Development, by Company: Global Teams

155        Figure 4.28: Thought Leader Development 2015 Budget, by Company: Global Teams

156        Figure 4.29: Thought Leader Development Budget Change from 2015 to 2016: Global Teams

157        Figure 4.30: Thought Leader Development Budget Outsourcing: Global Teams

158        Figure 4.31: Number of FTEs Dedicated to Thought Leader Development in 2015, by Company: Global Teams

158         Figure 4.32: Change in Staffing for Thought Leader Development from 2015 to 2016: Global Teams

159         Figure 4.33: Percentage of Medical Affairs Budget Allocated to Thought Leader Development, by Company: US Teams

160         Figure 4.34: Thought Leader Development 2015 Budget, by Company: US Teams

161         Figure 4.35: Thought Leader Development Budget Change from 2015 to 2016: US Teams

162         Figure 4.36: Number of FTEs Dedicated to Thought Leader Development in 2015, by Company: US Teams

162         Figure 4.37: Change in Staffing for Thought Leader Development from 2015 to 2016: US Teams

163         Figure 4.38: Percentage of Medical Affairs Budget Allocated to Thought Leader Development, by Company: Country-Level Teams

164        Figure 4.39: Thought Leader Development 2015 Budget, by Company: Country-Level Teams

165        Figure 4.40: Thought Leader Development Budget Change from 2015 to 2016: Country-Level Teams

165        Figure 4.41: Thought Leader Development Budget Outsourcing: Country-Level Teams

166        Figure 4.42: Number of FTEs Dedicated to Thought Leader Development in 2015, by Company: Country-Level Teams

168        Figure 4.43: Development Stage of Activity Start, by Team Region: Thought Leader Development

169         Figure 4.44: Development Stage of Peak Activity, by Team Region: Thought Leader Development

170         Figure 4.45: Activity Start and Peak for Thought Leader Development, by Company: Global Teams

171         Figure 4.46: Activity Start and Peak for Thought Leader Development, by Company: US Teams

171         Figure 4.47: Activity Start and Peak for Thought Leader Development, by Company: Country-Level Teams

172         Figure 4.48: Percentage of Medical Affairs Teams with Responsibility Over Speaker Programs

172         Speaker Programs: Educating Physicians on Important Treatment Trends

173         Figure 4.49: Percentage of Medical Affairs Budget Allocated to Speaker Programs, by Company: Global Teams

174         Figure 4.50: Speaker Programs 2015 Budget, by Company: Global Teams

175         Figure 4.51: Speaker Programs Budget Change from 2015 to 2016: Global Teams

176         Figure 4.52: Speaker Programs Budget Outsourcing: Global Teams

177         Figure 4.53: Number of FTEs Dedicated to Speaker Programs in 2015, by Company: Global Teams

177         Figure 4.54: Change in Staffing for Speaker Programs from 2015 to 2016: Global Teams

179         Figure 4.55: US Speaker Programs Team: Small Company 31

180         Figure 4.56: Percentage of Medical Affairs Budget Allocated to Speaker Programs, by Company: Country-Level Teams

181         Figure 4.57: Speaker Programs 2015 Budget, by Company: Country-Level Teams

182         Figure 4.58: Speaker Programs Budget Change from 2015 to 2016: Country-Level Teams

182         Figure 4.59: Speaker Programs Budget Outsourcing: Country-Level Teams

183         Figure 4.60: Number of FTEs Dedicated to Speaker Programs in 2015, by Company: Country-Level Teams

185         Figure 4.61: Development Stage of Activity Start, by Team Region: Speaker Programs

186         Figure 4.62: Development Stage of Peak Activity, by Team Region: Speaker Programs

187         Figure 4.63: Activity Start and Peak for Speaker Programs, by Company: Global Teams

187         Figure 4.64: Activity Start and Peak for Speaker Programs, by Company: US and Country-Level Teams

188        Accomplish Medical Communications Objectives through Strategic Budget and Staffing Allocations

190         Figure 5.1: Perception of How Technology Is Affecting Medical Communication

193         Medical Information: Providing Invaluable Support for Internal and External Teams

194         Figure 5.2: Percentage of Medical Affairs Teams with Responsibility Over Medical Information

195         Figure 5.3: Percentage of Medical Affairs Budget Allocated to Medical Information, by Company: Global Teams

197        Figure 5.4: Medical Information 2015 Budget, by Company: Global Teams

199        Figure 5.5: Medical Information Budget Change from 2015 to 2016: Global Teams

199        Figure 5.6: Medical Information Budget Outsourcing: Global Teams

201        Figure 5.7: Number of FTEs Dedicated to Medical Information in 2015, by Company: Global Teams

202         Figure 5.8: Change in Staffing for Medical Information from 2015 to 2016: Global Teams

203         Figure 5.9: Percentage of Medical Affairs Budget Allocated to Medical Information, by Company: US Teams

204         Figure 5.10: Medical Information 2015 Budget, by Company: US Teams

205         Figure 5.11: Medical Information Budget Outsourcing: US Teams

207         Figure 5.12: Number of FTEs Dedicated to Medical Information in 2015, by Company: US Teams

208         Figure 5.13: Change in Staffing for Medical Information from 2015 to 2016: US Teams

209         Figure 5.14: Percentage of Medical Affairs Budget Allocated to Medical Information, by Company: Country-Level Teams

211        Figure 5.16: Medical Information Budget Change from 2015 to 2016: Country-Level Teams

211        Figure 5.15: Medical Information 2015 Budget, by Company: Country-Level Teams

212        Figure 5.17: Medical Information Budget Outsourcing: Country-Level Teams

213        Figure 5.18: Number of FTEs Dedicated to Medical Information in 2015, by Company: Country-Level Teams

215        Figure 5.19: Development Stage of Activity Start, by Team Region: Medical Information

216         Figure 5.20: Development Stage of Peak Activity, by Team Region: Medical Information

218         Figure 5.21: Activity Start and Peak for Medical Information, by Company: Global Teams

219         Figure 5.22: Activity Start and Peak for Medical Information, by Company: US Teams

220         Figure 5.23: Activity Start and Peak for Medical Information, by Company: Country-Level Teams

221         Medical Publications: Publicizing Study Outcomes to Expand Medical Knowledge

222         Figure 5.24: Percentage of Medical Affairs Teams with Responsibility Over Medical Publications

225         Figure 5.25: Percentage of Medical Affairs Budget Allocated to Medical Publications, by Company: Global Teams

226         Figure 5.26: Medical Publications 2015 Budget, by Company: Global Teams

227         Figure 5.27: Medical Publications Budget Change from 2015 to 2016: Global Teams

228         Figure 5.28: Medical Publications Budget Outsourcing: Global Teams

230         Figure 5.29: Number of FTEs Dedicated to Medical Publications in 2015, by Company: Global Teams

230         Figure 5.30: Change in Staffing for Medical Publications from 2015 to 2016: Global Teams

231         Figure 5.31: Percentage of Medical Affairs Budget Allocated to Medical Publications, by Company: US Teams

232         Figure 5.32: Medical Publications 2015 Budget, by Company: US Teams

232         Figure 5.33: Medical Publications Budget Outsourcing: US Teams

234         Figure 5.34: Number of FTEs Dedicated to Medical Publications in 2015, by Company: US Teams

234         Figure 5.35: Change in Staffing for Medical Publications from 2015 to 2016: US Teams

236         Figure 5.36: Percentage of Medical Affairs Budget Allocated to Medical Publications, by Company: Country-Level Teams

236         Figure 5.37: Medical Publications 2015 Budget, by Company: Country-Level Teams

237         Figure 5.38: Medical Publications Budget Change from 2015 to 2016: Country-Level Teams

237         Figure 5.39: Medical Publications Budget Outsourcing: Country-Level Teams

238         Figure 5.40: Number of FTEs Dedicated to Medical Publications in 2015, by Company: Country-Level Teams

239         Figure 5.41: Change in Staffing for Medical Publications from 2015 to 2016: Country-Level Teams

242         Figure 5.42: Development Stage of Activity Start, by Team Region: Medical Publications

243         Figure 5.43: Development Stage of Peak Activity, by Team Region: Medical Publications

244         Figure 5.44: Activity Start and Peak for Medical Publications, by Company: Global Teams

245         Figure 5.45: Activity Start and Peak for Medical Publications, by Company: US Teams

247         Figure 5.46: Activity Start and Peak for Medical Publications, by Company: Country-Level Teams

248         Medical Education: Supporting Meaningful and Informative Programs

249         Figure 5.47: Percentage of Medical Affairs Teams with Responsibility Over Medical Education

252         Figure 5.48: Percentage of Medical Affairs Budget Allocated to Medical Education, by Company: Global Teams

252        Figure 5.49: Medical Education 2015 Budget, by Company: Global Teams

254        Figure 5.50: Medical Education Budget Change from 2015 to 2016: Global Teams

254        Figure 5.51: Medical Education Budget Outsourcing: Global Teams

255        Figure 5.52: Number of FTEs Dedicated to Medical Education in 2015, by Company: Global Teams

256         Figure 5.53: Change in Staffing for Medical Education from 2015 to 2016: Global Teams

257         Figure 5.54: Percentage of Medical Affairs Budget Allocated to Medical Education, by Company: US Teams

258         Figure 5.55: Medical Education 2015 Budget, by Company: US Teams

258         Figure 5.56: Medical Education Budget Change from 2015 to 2016: US Teams

259         Figure 5.57: Medical Education Budget Outsourcing: US Teams

260         Figure 5.58: Number of FTEs Dedicated to Medical Education in 2015, by Company: US Teams

260         Figure 5.59: Change in Staffing for Medical Education from 2015 to 2016: US Teams

261         Figure 5.60: Percentage of Medical Affairs Budget Allocated to Medical Education, by Company: Country-Level Teams

263        Figure 5.62: Medical Education Budget Change from 2015 to 2016: Country-Level Teams

263        Figure 5.61: Medical Education 2015 Budget, by Company: Country-Level Teams

264        Figure 5.63: Medical Education Budget Outsourcing: Country-Level Teams

266        Figure 5.64: Number of FTEs Dedicated to Medical Education in 2015, by Company: Country-Level Teams

266         Figure 5.65: Change in Staffing for Medical Education from 2015 to 2016: Country-Level Teams

268        Figure 5.66: Development Stage of Activity Start, by Team Region: Medical Education

269         Figure 5.67: Development Stage of Peak Activity, by Team Region: Medical Education

270         Figure 5.68: Activity Start and Peak for Medical Education, by Company: Global Teams

271         Figure 5.69: Activity Start and Peak for Medical Education, by Company: US Teams

273         Figure 5.70: Activity Start and Peak for Medical Education, by Company: Country-Level Teams

274         IITs, Medical Grants and Phase 4 Trials: Promoting Research and Corporate Goodwill

276         Figure 6.1: Average Percentage of Phase 4 Trials and IITs Containing Certain Research Aspects

277        Investigator-Initiated Trials: Supplementing Company Research and Building KOL Relationships

277         Figure 6.2: Percentage of Medical Affairs Teams with Responsibility Over IITs

279         Figure 6.3: Percentage of Medical Affairs Budget Allocated to IITs, by Company: Global Teams

280        Figure 6.4: IITs 2015 Budget, by Company: Global Teams

281        Figure 6.5: IITs Budget Change from 2015 to 2016: Global Teams

282        Figure 6.6: IITs Budget Outsourcing: Global Teams

283        Figure 6.7: Number of FTEs Dedicated to IITs in 2015, by Company: Global Teams

284         Figure 6.8: Change in Staffing for IITs from 2015 to 2016: Global Teams

285         Figure 6.9: Percentage of Medical Affairs Budget Allocated to IITs, by Company: US Teams

286         Figure 6.10: IITs 2015 Budget, by Company: US Teams

287         Figure 6.11: IITs Budget Change from 2015 to 2016: US Teams

288         Figure 6.12: IITs Budget Outsourcing: US Teams

289         Figure 6.13: Number of FTEs Dedicated to IITs in 2015, by Company: US Teams

290         Figure 6.14: Change in Staffing for IITs from 2015 to 2016: US Teams

292         Figure 6.15: Percentage of Medical Affairs Budget Allocated to IITs, by Company: Country-Level Teams

292        Figure 6.16: IITs 2015 Budget, by Company: Country-Level Teams

293        Figure 6.17: IITs Budget Change from 2015 to 2016: Country-Level Teams

294        Figure 6.18: IITs Budget Outsourcing: Country-Level Teams

295        Figure 6.19: Number of FTEs Dedicated to IITs in 2015, by Company: Country-Level Teams

297        Figure 6.20: Development Stage of Activity Start, by Team Region: IITs

299         Figure 6.21: Development Stage of Peak Activity, by Team Region: IITs

300         Figure 6.22: Activity Start and Peak for IITs, by Company: Global Teams

301         Figure 6.23: Activity Start and Peak for IITs, by Company: US Teams

302         Figure 6.24: Activity Start and Peak for IITs, by Company: Country-Level Teams

303         Medical Grants: Process Support and Limited Resource Needs

304         Figure 6.25: Percentage of Medical Affairs Teams with Responsibility Over Medical Grants

306         Figure 6.26: Percentage of Medical Affairs Budget Allocated to Medical Grants, by Company: Global Teams

306        Figure 6.27: Medical Grants 2015 Budget, by Company: Global Teams

307        Figure 6.28: Medical Grants Budget Change from 2015 to 2016: Global Teams

309        Figure 6.29: Number of FTEs Dedicated to Medical Grants in 2015, by Company: Global Teams

309         Figure 6.30: Change in Staffing for Medical Grants from 2015 to 2016: Global Teams

311         Figure 6.31: Percentage of Medical Affairs Budget Allocated to Medical Grants, by Company: US Teams

311         Figure 6.32: Medical Grants 2015 Budget, by Company: US Teams

312         Figure 6.33: Medical Grants Budget Change from 2015 to 2016: US Teams

313         Figure 6.34: Number of FTEs Dedicated to Medical Grants in 2015, by Company: US Teams

314         Figure 6.35: Change in Staffing for Medical Grants from 2015 to 2016: US Teams

316         Figure 6.36: Percentage of Medical Affairs Budget Allocated to Medical Grants, by Company: Country-Level Teams

316        Figure 6.37: Medical Grants 2015 Budget, by Company: Country-Level Teams

317        Figure 6.38: Medical Grants Budget Change from 2015 to 2016: Country-Level Teams

318        Figure 6.39: Medical Grants Budget Outsourcing: Country-Level Teams

319        Figure 6.40: Number of FTEs Dedicated to Medical Grants in 2015, by Company: Country-Level Teams

321        Figure 6.41: Development Stage of Activity Start, by Team Region: Medical Grants

323         Figure 6.42: Development Stage of Peak Activity, by Team Region: Medical Grants

325         Figure 6.43: Activity Start and Peak for Medical Grants, by Company: Global Teams

326         Figure 6.44: Activity Start and Peak for Medical Grants, by Company: US Teams

328         Figure 6.45: Activity Start and Peak for Medical Grants, by Company: Country-Level Teams

329         Phase 4 Trials: Collecting Outcomes and Efficacy Data After Product Launch

330         Figure 6.46: Perception of Where Phase 4 Trials Belong

331         Figure 6.47: Percentage of Medical Affairs Teams with Responsibility Over Phase 4 Trials

334         Figure 6.48: Percentage of Medical Affairs Budget Allocated to Phase 4 Trials, by Company: Global Teams

334         Figure 6.49: Phase 4 Trials 2015 Budget, by Company: Global Teams

335         Figure 6.50: Phase 4 Trials Budget Outsourcing: Global Teams

336         Figure 6.51: Number of FTEs Dedicated to Phase 4 Trials in 2015, by Company: Global Teams

337         Figure 6.52: Percentage of Medical Affairs Budget Allocated to Phase 4 Trials, by Company: US Teams

338         Figure 6.53: Phase 4 Trials 2015 Budget, by Company: US Teams

339         Figure 6.54: Phase 4 Trials Budget Change from 2015 to 2016: US Teams

340         Figure 6.55: Phase 4 Trials Budget Outsourcing: US Teams

341         Figure 6.56: Number of FTEs Dedicated to Phase 4 Trials in 2015, by Company: US Teams

342         Figure 6.57: Change in Staffing for Phase 4 Trials from 2015 to 2016: US Teams

344         Figure 6.58: Percentage of Medical Affairs Budget Allocated to Phase 4 Trials, by Company: Country-Level Teams

344         Figure 6.59: Phase 4 Trials 2015 Budget, by Company: Country-Level Teams

345         Figure 6.60: Phase 4 Trials Budget Change from 2015 to 2016: Country-Level Teams

346         Figure 6.61: Phase 4 Trials Budget Outsourcing: Country-Level Teams

347         Figure 6.62: Number of FTEs Dedicated to Phase 4 Trials in 2015, by Company: Country-Level Teams

349         Figure 6.63: Development Stage of Activity Start, by Team Region: Phase 4 Trials

351         Figure 6.64: Development Stage of Peak Activity, by Team Region: Phase 4 Trials

352         Figure 6.65: Activity Start and Peak for Phase 4 Trials, by Company: Global Teams

353         Figure 6.66: Activity Start and Peak for Phase 4 Trials, by Company: US Teams

354         Figure 6.67: Activity Start and Peak for Phase 4 Trials, by Company: Country-Level Teams

355        HEOR and Managed Care: Coordinating Medical Affairs and Market Access Personnel

356        Leverage Health Economics and Outcomes Research Teams to Consolidate Medical Affairs and Market Access Objectives

357         Figure 7.1: Perception of Where HEOR Belongs

358         Figure 7.2: Percentage of Medical Affairs Teams with Responsibility Over HEOR

361         Figure 7.3: Percentage of Medical Affairs Budget Allocated to HEOR, by Company: Global Teams

362        Figure 7.4: HEOR 2015 Budget, by Company: Global Teams

363        Figure 7.5: HEOR Budget Outsourcing: Global Teams

364        Figure 7.6: Number of FTEs Dedicated to HEOR in 2015, by Company: Global Teams

364         Figure 7.7: Change in Staffing for HEOR from 2015 to 2016: Global Teams

366         Figure 7.8: Percentage of Medical Affairs Budget Allocated to HEOR, by Company: US Teams

366         Figure 7.9: HEOR 2015 Budget, by Company: US Teams

367         Figure 7.10: HEOR Budget Change from 2015 to 2016: US Teams

368         Figure 7.11: HEOR Budget Outsourcing: US Teams

369         Figure 7.12: Number of FTEs Dedicated to HEOR in 2015, by Company: US Teams

371         Figure 7.13: Percentage of Medical Affairs Budget Allocated to HEOR, by Company: Country-Level Teams

371        Figure 7.14: HEOR 2015 Budget, by Company: Country-Level Teams

372        Figure 7.15: HEOR Budget Change from 2015 to 2016: Country-Level Teams

373        Figure 7.16: HEOR Budget Outsourcing: Country-Level Teams

373        Figure 7.17: Number of FTEs Dedicated to HEOR in 2015, by Company: Country-Level Teams

375        Figure 7.18: Development Stage of Activity Start, by Team Region: HEOR

377         Figure 7.19: Development Stage of Peak Activity, by Team Region: HEOR

378         Figure 7.20: Activity Start and Peak for HEOR, by Team Region and Company

379        Enhance the Value of Managed Care Liaisons by Facilitating Interteam Communication

381         Figure 7.21: Percentage of Medical Affairs Teams with Responsibility Over MCLs

382        Figure 7.22: MCL Team Budgets: Global Teams

383        Figure 7.23: MCL Team Budget Outsourcing: Global Teams

384        Figure 7.24: Number of FTEs Dedicated to MCL Teams in 2015, by Company: Global Teams

385         Figure 7.25: Percentage of Medical Affairs Budget Allocated to MCL Teams, by Company: US Teams

386         Figure 7.26: MCL Team 2015 Budget, by Company: US Teams

386         Figure 7.27: MCL Team Budget Change from 2015 to 2016: US Teams

387         Figure 7.28: MCL Team Budget Outsourcing: US Teams

388         Figure 7.29: Number of FTEs Dedicated to MCL Teams in 2015, by Company: US Teams

389         Figure 7.30: Change in Staffing for MCL Teams from 2015 to 2016: US Teams

390        Figure 7.31: Country-Level MCL Team: Top 50 Company 61

391        Figure 7.32: Development Stage of Activity Start: MCL Teams

392         Figure 7.33: Development Stage of Peak Activity: MCL Teams

392         Figure 7.34: Activity Start and Peak for MCL Teams, by Team Region and Company

393         Health Outcomes Liaisons: Emerging Medical Affairs Subfunction

393         Figure 7.35: Percentage of Medical Affairs Teams with Responsibility Over HOLs

395        Figure 7.36: Global HOL Team: Top 50 Company 9

396         Figure 7.37: Percentage of Medical Affairs Budget Allocated to HOL Teams, by Company: US Teams

397         Figure 7.38: HOL Team 2015 Budget, by Company: US Teams

397         Figure 7.39: HOL Team Budget Outsourcing: US Teams

398         Figure 7.40: Number of FTEs Dedicated to HOL Teams in 2015, by Company: US Teams

399        Figure 7.41: Development Stage of Activity Start: HOL Teams

400         Figure 7.42: Development Stage of Peak Activity: HOL Teams

400         Figure 7.43: Activity Start and Peak for HOL Teams, by Team Region and Company

401        Drug Safety, Compliance and Regulatory Affairs: Diverse Perspectives Bolster Medical Affairs Strategy

402        Drug Safety: Autonomous Globally, Medical Affairs-Owned Locally

403         Figure 8.1: Perception of Where Drug Safety Belongs

403         Figure 8.2: Percentage of Medical Affairs Teams with Responsibility Over Drug Safety

405        Figure 8.3: Global Drug Safety Team: Small Company 12

406         Figure 8.4: Drug Safety Budgets: US Teams

407         Figure 8.5: Drug Safety Budget Outsourcing: US Teams

408         Figure 8.6: Number of FTEs Dedicated to Drug Safety in 2015, by Company: US Teams

409         Figure 8.7: Percentage of Medical Affairs Budget Allocated to Drug Safety, by Company: Country-Level Teams

410        Figure 8.8: Drug Safety 2015 Budget, by Company: Country-Level Teams

410        Figure 8.9: Drug Safety Budget Change from 2015 to 2016: Country-Level Teams

411        Figure 8.10: Drug Safety Budget Outsourcing: Country-Level Teams

412        Figure 8.11: Number of FTEs Dedicated to Drug Safety in 2015, by Company: Country-Level Teams

412         Figure 8.12: Change in Staffing for Drug Safety from 2015 to 2016: Country-Level Teams

414        Figure 8.13: Development Stage of Activity Start, by Team Region: Drug Safety

416         Figure 8.14: Development Stage of Peak Activity, by Team Region: Drug Safety

417         Figure 8.15: Activity Start and Peak for Drug Safety, by Company: Global and US Teams

417         Figure 8.16: Activity Start and Peak for Drug Safety, by Company: Country-Level Teams

418        Compliance Functions: a Valuable Resource for In-House Teams

419         Figure 8.17: Perception of Where Compliance Belongs

419         Figure 8.18: Percentage of Medical Affairs Teams with Responsibility Over Compliance

421         Figure 8.19: US Compliance Team: Small Company 31

422         Figure 8.20: Compliance Budget Outsourcing: US Teams

422         Figure 8.21: Number of FTEs Dedicated to Compliance in 2015: US Teams

423         Figure 8.22: Percentage of Medical Affairs Budget Allocated to Compliance, by Company: Country-Level Teams

424        Figure 8.23: Compliance 2015 Budget, by Company: Country-Level Teams

424        Figure 8.24: Number of FTEs Dedicated to Compliance in 2015, by Company: Country-Level Teams

425        Figure 8.25: Development Stage of Activity Start, by Team Region: Compliance

426         Figure 8.26: Development Stage of Peak Activity, by Team Region: Compliance

428         Figure 8.27: Activity Start and Peak for Compliance, by Team Region and Company

429         Figure 8.28: Perception of Where Regulatory Affairs Belongs

429        Contributions from Regulatory Teams Guide Medical Affairs Strategy

430         Figure 8.29: Percentage of Medical Affairs Teams with Responsibility Over Regulatory Affairs

432        Figure 8.30: Global Regulatory Affairs Team: Top 10 Company 1

433        Figure 8.31: Regulatory Affairs Budgets: Country-Level Teams

434        Figure 8.32: Regulatory Affairs Budget Change from 2015 to 2016: Country-Level Teams

434        Figure 8.33: Regulatory Affairs Budget Outsourcing: Country-Level Teams

435        Figure 8.34: Number of FTEs Dedicated to Regulatory Affairs in 2015, by Company: Country-Level Teams

436        Figure 8.35: Development Stage of Activity Start, by Team Region: Regulatory Affairs

437         Figure 8.36: Development Stage of Peak Activity, by Team Region: Regulatory Affairs

438         Figure 8.37: Activity Start and Peak for Regulatory Affairs, by Team Region and Company

439         Medical Affairs Team Profiles

440        Figure 9.1: Company 1 Medical Affairs Structure

441         Figure 9.2: Company 1 Medical Affairs Staffing

442        Figure 9.3: Company 1 Medical Affairs Budget

443        Figure 9.4: Company 7 Medical Affairs Structure

444         Figure 9.5: Company 7 Medical Affairs Staffing

445        Figure 9.6: Company 7 Medical Affairs Budget

446        Figure 9.7: Company 14 Medical Affairs Structure

447         Figure 9.8: Company 14 Medical Affairs Staffing

448        Figure 9.9: Company 14 Medical Affairs Budget

449        Figure 9.10: Company 15 Medical Affairs Structure

450        Figure 9.11: Company 15 Medical Affairs Staffing

451        Figure 9.12: Company 15 Medical Affairs Budget

452        Figure 9.13: Company 22 Medical Affairs Structure

453         Figure 9.14: Company 22 Medical Affairs Staffing

454        Figure 9.15: Company 22 Medical Affairs Budget

455        Figure 9.16: Company 25 Medical Affairs Structure

456        Figure 9.17: Company 25 Medical Affairs Staffing

457        Figure 9.18: Company 25 Medical Affairs Budget

458        Figure 9.19: Company 34 Medical Affairs Structure

459         Figure 9.20: Company 34 Staffing

460        Figure 9.21: Company 34 Medical Affairs Budget

461        Figure 9.22: Company 39 Medical Affairs Structure

462         Figure 9.23: Company 39 Medical Affairs Staffing

463        Figure 9.24: Company 39 Medical Affairs Budget

464        Figure 9.25: Company 47 Medical Affairs Structure

465         Figure 9.26: Company 47 Medical Affairs Staffing

466        Figure 9.27: Company 47 Medical Affairs Budget

467        Figure 9.28: Company 47 Medical Affairs Budget, cont.

468        Figure 9.29: Company 50 Medical Affairs Structure

469         Figure 9.30: Company 50 Medical Affairs Staffing

470        Figure 9.31: Company 50 Medical Affairs Budget

471        Figure 9.32: Company 55 Medical Affairs Structure

472         Figure 9.33: Company 55 Medical Affairs Staffing

473        Figure 9.34: Company 55 Medical Affairs Budget

474        Figure 9.35: Company 59 Medical Affairs Structure

475         Figure 9.36: Company 59 Medical Affairs Staffing

476        Figure 9.37: Company 59 Medical Affairs Budget