Coordinating Company-Driven Medical Education Programs
Coordinating Company-Driven Medical Education Programs is the seventh module of the 10-part Medical Affairs Product Launch Series. Based on primary research collected directly from executives leading top medical affairs teams, this module examines company-driven medical education team budgets and staffing levels across product lifecycle stages. Data reveal the lifecycle stage that company-driven medical education programs begin based on the type of product it supports.
It also explores company-driven medical education teams’ resources and activity levels throughout the launch window. It examines how budget levels, staffing and event levels change as products advance through the lifecycle. In developing this module, Cutting Edge Information’s analysts collected surveys from and consulted with a series of medical affairs leaders at several top pharmaceutical, biotechnology and medical device companies.
- Publication Date: July 2017
- Pages: 34
- Figures: 20+
Top Reasons to Buy Coordinating Company-Driven Medical Education Programs
Benchmark medical education budget and staffing levels throughout the product launch window: Medical education team budgets and staffing levels depend on factors such as product type and market region. Data show that a key indicator of the priority companies place on company-driven medical education is the budget dedicated to the activities. Staffing — and deciding when outsourcing is necessary — is an important resource for medical education teams. Use this module’s benchmarks to determine the budget size and staffing levels that would best support your company’s product launches throughout the launch window.
Determine the most effective time to start company-driven medical education activities: When teams design their company-driven medical education programs, an important decision to be made is which lifecycle stage to begin. The stage in which a team decides to start company-driven medical education activities varies greatly depending on the type of product it supports. This module uncovers when surveyed teams have started their company-driven medical education activities at each lifecycle stage, broken down by product type.
Measure team success using an assortment of key performance indicators (KPIs): The use of KPIs to measure team success remains crucial. One of the most important KPIs is the number of company-driven medical education events, both in-person and on-line, that the team executes. Proving the value of these activities can be difficult since it does not link directly to sales. Use this study to see the assortment of KPIs that companies use to evaluate their company-driven medical education team operations.
Company-Driven Medical Education Staff Outsourcing
Teams may outsource a portion of their company-driven medical education staffing. While most surveyed teams prefer in-house staffing over contract FTEs, certain teams find using vendors more cost-effective than completing the entire process in-house.
Of the surveyed teams, only Company 1 and Company 91 outsource some of their company-driven medical education at any launch window stage. Company 1 has a global team with a niche product, and Company 91 has a US team with a blockbuster product.
Figure 1.7.7 shows the percentage of surveyed teams that outsource any company-driven medical education staffing at two years before launch. Of surveyed teams that participate in company-driven medical education at this stage, 25% outsource staff. Company 1 is the only team to use a vendor at this stage. It outsources 1 FTE, which is one third of its staff force.
Examples of companies that have participated in this study: