medical affairs role at product launch in medical device companies
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Medical Affairs Launch Excellence Medical Affairs Role at Launch in Medical Device Companies
Best Practices, LLC Strategic Benchmarking Research
Page | 2
Table Of Contents
Executive Summary pgs. 3-9
Research Overview pg. 4
Participating Companies pg. 5
Key Recommendations pg. 6
Abbreviations pg. 7
Key Findings & Insights pgs. 8-9
Benchmark Class Profile pgs. 10-13
Medical Affairs’ Role in Launch Activities pgs. 14-17
Thought Leader Tiering pgs. 18-21
Thought Leader Targeting and MSL Coverage pgs. 22-27
Launch Investment pgs. 28-31
Medical Affairs Investment Allocation pgs. 32-36
Participant Demographics pgs. 37-40
About Best Practices LLC pgs. 41-42
Page | 3
Research Objectives & Methodology
Field Research & Insight Development:
Fourteen survey responses from Medical Affairs leaders at
13 medical device companies across the globe.
Additional deep-dive interviews with selected Medical
Affairs executives.
Provide Leading Insights on:
• Identify critical success
factors for a strong launch
supported by Medical Affairs
• Define strategies for Thought
Leader targeting and
communication
Research Objectives:
Illustrate Medical Affairs’ involvement in the launch process at leading Medical Device
companies.
Highlight strategies for effective thought-leader (TL) segmentation and relationship
management
Understand challenges in managing successful Medical Affairs launch support
Identify industry drivers regarding new product commercialization
Explore critical strategies for effectively allocating Medical Affairs launch budget
Business Objective:
This research delivers current data, insights and best practices from Medical Affairs leaders at top
medical device companies. The benchmark data in this study will help companies better develop
successful launch strategies.
Page | 4
Benchmark Class:
Benchmark participants included global strategic marketing leaders supporting medical education at 13
companies. More than 70 percent of participation are seen at the level of VP /CEO/ Director and around a
quarter of participants are managers.
Universe of Learning: 13 Companies Participated In Study
Page | 5
INTERACT WITH
TLs AT EARLY
STAGE
IDENTIFY TL
SEGMENTS
CLEARLY
Medical Affairs groups must build strong communication between key
decision-makers and the commercial group for a successful launch.
Three steps are important to guide product launch strategy:
Understand key decision-makers’ needs
Align commercial training to the demands of key decision-makers
Generate evidence-based and value-added data
GUIDE
COMMERCIAL
STRATEGIES
ACQUIRE
RESOURCES &
ALLOCATE
EFFECTIVELY
A successful launch requires deep involvement of Medical Affairs. Early stage Thought-Leader interaction, successful Thought-Leader targeting, clear Medical Affairs guidance for commercial and launch resource management are the four areas that Medical Affairs organizations must focus on during launch.
Interactions with Thought Leaders must start at the early stage of product
development for a successful launch.
Medical Affairs must play a leading role in developing an effective
information exchange between the company and key external decision-
makers.
Medical Affairs must identify Thought Leader segments clearly to better
address the needs of key decision-makers.
Thought-Leader segmentation should be flexible and adjusted to
changing demands of the healthcare market.
Strong Medical Affairs organizations acquire enough resources for their
activities.
Successful launch requires Medical Affairs organizations to be flexible in
their budget allocation and to be able to adjust their budgeting according
to changing needs.
Key Findings For Medical Affairs and Its Launch Role
Page | 6
To help distill the most precise and relevant insights, several data segments were used in this study.
Definitions of these data segments, as well as other research terms and acronyms used throughout
this research, are provided below.
Acronyms Used In This Study
MedEd: Medical Education
MSL: Medical Science Liaison
TL: Thought Leader
TLM: Thought Leader Management
MA: Medical Affairs
TA: Therapeutic Areas
Abbreviations Used:
Page | 7
Key Findings & Insights: Medical Affairs Launch Support
Excellence
Medical Affairs’ Role in Launch Activities: Medical Affairs is heavily involved in five launch activities
within participating organizations: Scientific Publications, MSL Activities, Advisory Boards, Thought-
Leader identification and development and Speaker Training. More than 60 percent of medical device
companies are involved in these top 5 activities.
Thought-Leader Tiering: More than 75 percent of the benchmark class use five criteria while
segmenting their TLs in the pre-launch stage: Regional Diversity, Therapeutic Area, Product Types, TLs’
Experience, & TLs’ Expertise.
Few of the key findings and insights that emerged from this study:
Page | 8
86%
79%
67%
64%
62%
50%
46%
46%
43%
23%
14%
14%
14%
33%
29%
38%
36%
31%
23%
36%
54%
72%
7%
7%
14%
23%
31%
21%
23%
14%
Scientific publications
MSL activites
Advisory board support
Thought-leader identification and development
Speaker training
Investigator and site identification
Real world data generation and analysis
Protocol design
Study/Site support and trouble shooting
Clinical research conduct
Continuing medical educaion
Lead Support None Plan to Participate in the Next 12 Months
Q. Medical Affairs' Role: Please identify Medical Affairs' role in each of the following activities that take place during launch and pre-launch
phases.
% Respondents
Medical Affairs’ Role
The Medical Affairs function plays a lead role in several activities, but most often in Scientific Publications
and MSL activities. Other leadership roles occur with Advisory Boards, Thought-Leader identification and
Speaker Training.
N=12-14
Medical Affairs Leads 6 of 11 Medical-Focused Launch Activities
at Medical Device Companies
Page | 9
Q. Thought-leader Tiering: What criteria do you use to segment your thought leaders before and post-launch? (Please check all that apply for
each time period.)
% Respondents
Thought-Leader Tiering
Thought-Leader Tiering Often Takes Place During Pre-launch
Periods At Medical Device Companies More than 75 percent of participants use five criteria for Thought-Leader tiering during pre-launch
periods. These top five activities used are: Regional diversity, Therapeutic Area, Product type, TLs’
Experience, and TLs’ Expertise. Around a quarter of companies also use these activities during pre- and
post-launch periods.
N=10-12
80%
80%
75%
75%
75%
67%
64%
58%
55%
46%
8%
9%
25%
18%
36%
20%
20%
25%
25%
25%
25%
27%
17%
27%
18%
Regional diversity
Therapeutic area
Product type
Thought leaders' expertise
Thought leaders' experience
Depth of company's relationship with thought leader
Thought leader's patient demographic
Behavioral segmentation
Thought leaders' influence network
Thought leaders' scientific publications
Only Pre-Launch Only Post-Launch Both
Page | 10
Managed
Market /
Formulary
Support Thought
Leader
Mgmt.
Clinical
Trial
Support Scientific
Interaction
With
Payers
and
Providers
Product
Lifecycle
Planning
Support
Sales and
Marketing
Support
Core
Responsibilities
Skill: Partner
with
commercial
and R&D
colleagues
Skill: Familiarity with
commercialization process
and market dynamics
Skill: Strong knowledge and
experience about health outcomes Skill: Strong
communication
capabilities
Skill: Strong scientific
and technical skills
Skill: Operate
effectively
under strict
regulations
*Source: Building Best-In-Class Capabilities In Medical Affairs – 2012 .
Choosing capable talent and building the right field-based medical team competencies are critical to create a successful Medical Affairs function.
Acquiring The Right Talent Is Crucial For A Strong MSL Team
Page | 11
Q. Contact Information: Please provide the following information.
% Respondents
Universe Of Learning: Insights Drawn from Medical Device
Experts This research features insights from a wide range of leaders from the medical industry. Seventy-one
percent of the participants at the level of director or CEO and 28 percent of participants are managers.
N=14
Participant’s Job Title
Director/ Sr. Director/ Deputy
Director 36%
Vice President/ SVP/CEO/CMO
36%
Manager/ Head 28%
Page | 12
Best Practices®, LLC is an internationally recognized thought leader in the field of best practice
benchmarking®. We are a research, consulting, benchmark database, publishing and advisory firm that
conducts work based on the simple yet profound principle that organizations can chart a course to superior
economic performance by leveraging the best business practices, operating tactics and winning strategies of
world-class companies.
6350 Quadrangle Drive, Suite 200
Chapel Hill, NC 27517
(Phone): 919-403-0251
www.best-in-class.com
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