Medical Affairs Consortium

Best Practices Medical Affairs – Accessing Intelligence
Our company works on the profound principle that organizations can chart a course to
superior economic performance by studying the best business practices, operating tactics
and winning strategies of world-class organizations.

• 300,000+ Business Professionals
• 86% of Fortune 100 Companies
• $40 million+ in benchmarking
analysis, insights and findings

Copyright © Best Practices®, LLC ♦ 6350 Quadrangle Drive, Suite 200,♦ Chapel Hill, NC 27517 ♦ Ph.: 919-403-0251 ♦ www.best-in-class.com

Range and Depth of our Medical Affairs Support


Best Practices Medical Affairs Services
Our business model is geared to address your critical issues. You set the research
agenda. We design and deliver benchmark tools across many different companies to
identify your specific performance gaps and growth opportunities.

How do we make the most of Medical Affairs?
How do we make the most of Medical Affairs?


Best Practices Medical Affairs Consortium – Benefits
BENEFITS OF JOINING THE MEDICAL AFFAIRS CONSORTIUM
2013-2014 Best Practices’ Medical
Affairs Consortium Topics
•Roundtable-I: Showing the value of the
medical affairs group to the organization
•Roundtable-II: Creating an effective fieldbased medical team
•Roundtable-III: Thought Leader
Relationship Management

Executives That Can Benefit From
The Medical Affairs Consortium
•Executives with high-level questions
regarding medical affairs trends
•Executives who are interested in learning
from the best practices in other
organizations in a secure environment

Medical Affairs Consortium – Project Methodology
HERE’S HOW WE HELPED OUR MEDICAL AFFAIRS CONSORTIUM MEMBERS
Client Issue: This research was designed for our members to probe the effective ways of
structuring and aligning Medical Affairs. Ultimately, the client wanted to identify how other
Medical Affairs executives build their value proposition and garner additional resources.
Field Research Process
Project Shaping

Benchmark Survey

Lessons Learned
Secondary Research

• Identify industry
business Issues
• Identify industry needs
& objectives
• Articulate key issues to
probe in field research
• Scope and scale
project
• Engage all constituents

• Engineer key issues
into operational
questions
• Combine performance
metrics with process
• Engage leading
companies
• Engineer for ease of
response
• Use to screen higher
performers

• Conduct secondary
research within the Best
Practices, LLC’s
database, interview
archive and other
resources.
• Probe soft factors that
drive success and failure
• Process insights
• What would you do
differently?
• Lessons learned


Best Practice
Blueprint for
Excellence

• Integrate qualitative
and quantitative
insights
• Conduct analysis
• Prepare key
recommendations
• Integrate “best of the
best” practices
• Identify key pitfalls to
avoid failure
• Share lessons learned

Medical Affairs Consortium – Timeline
Month-I

Month-II

Month-III

Month-IV

Month-V

Month-VI

Month-VII

Month-VIII

Month-IX

Month-X

Month-XI

Month-

XII
1st
RT*

30-45 days

3rd
RT*

2nd
RT*

Survey Creation and Launch
75-90 days

Data Analysis,
Secondary Research &
1st Roundtable Client
Deliverable
30 days

1st Roundtable
Summary
Deliverable

45-60 days
30 days
Data Analysis,
Secondary 2nd Roundtable
Research &
Summary
nd
2 Roundtable Deliverable
Client
Deliverable

* Note: RT= Roundtable
The roundtable times are open to change (15-day range) for adjustment to members’ schedules.

45-60 days

Data Analysis,
30 days
Secondary
rd
Research & 3 Roundtable
Summary
3rd Roundtable
Deliverable
Client
Deliverable

Medical Affairs Function: Maturation Process

Medical Affairs Management

Groups in the formative stage can learn from the less lean, more established groups in our
study.








MA in Formative Stage:
Medical Affairs infancy
Executive Committee
Reporting structure
Mainly based on
Clinical Ops/ Med Ed
Expanding Field groups
Dependent on
Commercial
Growing because of
pipeline or emergence
of medical need at
company or in region

 500K – 5M spend
 1-10 FTEs







Escalating MA Capabilities:
Definitive metrics for MA value
proposition
Global reach, but clear compliance
guidelines
Strong MSL group, increased clinical
bandwidth and expanded role beyond
handling off-label issues
Reports to R&D/Clinical
Increase in FTEs and staffing
because of more requests

“It does matter how big of a company you are.
You reach a threshold where you are
having enough success [and] all of a
sudden the requests and the level that you
have to satisfy are different.” – Interviewed
Senior Director
 5M – 75M spend

 11-120 FTEs

Medical Affairs Functional Maturity

Established MA:

 Independent, but aligned





with Commercial
Differentiated MSLs
targeting specific groups
Strong Health Outcomes
group within department
High visibility of all
Medical Affairs functions
Struggling to fight for head
count, usually because of
maturation of products

 75M+ spend
 120+ FTEs

Medical Affairs Function: Leadership
Medical Affairs’ leadership is on the rise with 80% above director level within the Mature
Markets Segment.

Leadership
Mature Markets Segment

(n=20)

Emerging Markets Segment

(n=7)

*Other: Chief Scientific Officer, Head Of Medical Affairs.
1: “Best Practices’ Report: Building Best-In-Class Capabilities For Medical Affairs”

8

Medical Affairs Function: Challenges Confronting The Leaders
Hierarchy of Impact: Identifying Challenges with Greatest Impact


Medical Affairs Function: Change In Medical Affairs Budgets
Medical / Scientific Liaisons, Thought Leader Management and Outcomes Research are the
fastest growing investment areas as % of Medical Affairs budget.
Trends Of Important Budget Allocation Areas

Medical /
Scientific
Liaisons

Thought
Leader
Management

Outcomes
Research

EFFECTIVE
COMMUNICATION WITH
KEY DECISION MAKERS


10

Field Medical Team: Value Of Activities
Value of field medical team activities is different for internal and external stakeholders.

Value For Internal
Stakeholders

Value For External
Stakeholders*

Higher Value
Scientific Interactions

Scientific Interactions

Thought leader management

Clinical trial related activities

Speaker training &
development

Managed care / formulary
support

Managed care / formulary
support

Product and pipeline
communication

Interaction with national
associations & societies

Congress support and
attendance

Gather competitive intelligence

Speaker training and
development

Lower Value
*Note: Several studies with key thought leaders from Best Practices’ database
Internal Stakeholders: Medical Affairs, Commercial, R&D and Clinical employees including all the different levels and those who are related to the medical affairs function.
External Stakeholders: Payers and Providers.

11

Field Medical Team: Skills and Competencies
Acquisition of the right talent is crucial for strong field medical team capabilities.

“The practical reality
is who and how we
hire people and the
people we have , how
do we train and
manage them. In the
world of the past it
was about deep
scientific knowledge
expertise and the
ability to interact at an
individual peer to peer
level. That is still
there, but the scope of
the role has
expanded.”*
- Interviewed Vice
President

Skill: Strong
communication
capabilities

Thought
Leader
Mgmt.
Skill: Operate
effectively
under strict
regulations

Managed
Market /
Formulary
Support

Skill: Strong knowledge and
experience with health outcomes
data.

Product
Lifecycle
Planning
Support

Core
Responsibilities
Clinical
Trial
Support

Skill: Strong scientific
and technical skills

Scientific
Interaction
With
Payers and
Providers

*Source: Building Practices®, LLC ♦ 6350 Quadrangle Drive,–Suite 200,♦ Chapel Hill, NC 27517 ♦ Ph.: 919-403-0251 ♦ www.best-in-class.com
Copyright © Best Best-In-Class Capabilities In Medical Affairs 2012 .

Skill: Partner
with
commercial
and R&D
colleagues

Sales and
Marketing
Support

Skill: Familiarity with
commercialization process
and market dynamics
12

Field Medical Team: Budget Breakdown
Salaries capture the highest percentage of the Medical Affairs spend with 59% in the mature
markets segment and 49% in the emerging markets segment.

Budget Breakdown
Mature Markets

Emerging Markets

(n=15)


(n=7)

13

Critical Success Factors For An Effective Medical Affairs Function
Ten key themes shared by benchmark partners for developing and maintaining an
effective Medical Affairs function:

Critical
Success
Factors for
Effective
Medical Affairs


Best Practices Medical Affairs Consortium
All consortium members participate in creating the study. Take a look at these other
benefits:


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Best Practices, LLC Medical Affairs – Accessing Intelligence
Best Practices, LLC is a research, consulting and publishing firm that works with 48 of the 50
leading life sciences companies. Our database holds more than 4,000 research documents with
a value of more than $40 Million+ in primary research. Our benchmarking products provide
clients with access and intelligence to achieve performance excellence and avoid pitfalls.
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Medical Affairs Consortium

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