Over the past few years, scientific journals and government regulators have increased the scrutiny and expectations facing pharmaceutical companies looking to publish the results of their clinical trials. While picking and choosing favorable findings may have been acceptable a decade ago, it is now considered unethical and potentially illegal. As a result of these changing expectations and regulations, global publications leaders at pharmaceutical companies are carefully building strategies that ethically present all study findings while still driving brand strength. Scientific publications are an essential tool for both clinical and commercial purposes, as they are intended to influence the target audience by raising both awareness of the disease and awareness of a company’s product. In the changing world of publications, it is vital that companies produce publications that are not only compelling, but are also in compliance with new transparency guidelines. This report, “Scientific Publications Strategy: Managing Reputation, Clinical Trial Results, and Commercial Relevance,” provides directors and managers with the research and understanding to produce effective clinical publications that possess commercial relevance. This study identifies trends and new ways of thinking in the ways in which pharmaceutical and biotechnology companies approach global publication activities and supplies benchmarks for plan delivery outsourcing, as well as key contributors to the development of strategy and planning and the effects of the changing publications industry on journal emphasis.

1. Scientific Publications Strategy: Managing
Reputation, Clinical Trial Results and
Commercial Relevance
Best Practices, LLC Benchmarking Report

2. Table of Contents Page
INTRODUCTION 4
• Project Methodology and Study Objective 5
SUMMARY OF KEY INSIGHTS 6-14
UNIVERSE OF LEARNING 15
• List of Participating Companies 16
• Range of Career Levels Lend Insight 17
• Regional Representation 18
• Functional Representation 19
• Those Who Work for Publications Mostly Have Ph.D. 20
• Respondents Serve Various Therapeutic Areas in Publication Function 21
• Current Role With Regards To Publication 22
• Mostly Vice President Oversee Publication Function 23
GLOBAL PUBLICATION ORGANISATION 24
• Publication Function Is A Part Of Medical Affairs Group 25
• Publication Strategy Shifting To Hybrid Structure 26
• Strategy Responsibility 27
• Publications Planning Shifting To Hybrid Structure 28
• Planning Responsibility 29
• Centralized Structure Followed for Publications Plan Delivery 30
• Plan Delivery Responsibility 31
• Medical Directors Mainly Contribute to Strategy & Plan 32
• Other Strategy Contributors 33
• Successful Communication Tactics 34
• Top Tactics Used to Communicate Publication Strategy 35

3. Table of Contents Page
• Regional Empowerment 36
• Alignment Between the Regional & Global Plans 37
•Plan Delivery Outsourcing 38
• FTEs in Publication Function 39
• Percent Publications FTEs Outsourced 40
• Tasks Outsourced by Publication Group 41-43
PUBLICATION STRATEGIES BY PRODUCT 44
• Most Effective Publication Vehicle in Early Development 45
• Most Effective Publication Vehicle in Phase III-Submission 46
• Most Effective Publication Vehicle in Launch-Post-Launch 47
• Most Effective Content Type in Early Development 48
• Most Effective Content Type in Phase III-Submission 49
• Most Effective Content Type in Launch-Post-Launch 50
• Most Important Target Audience in Early Development 51
• Most Important Target Audience in Phase III-Submission 52
• Most Important Target Audience in Launch-Post-Launch 53
• Publications Outlet Focus 54-56
• Development of Publishing Strategy 57
• Stage of Publishing First Abstract & Manuscript 58
• Last Stage When Publication Function is Active 59
• Publication Produced 60
• Abstracts Produced 61
• Number of Manuscripts Planned, Produced & Published 62
• Number of Publications Issued 63-64

4. Table of Contents Page
• Mix of Papers Appearing 65
MEASURING THE EFFECTIVENESS OF PUBLICATION STRATEGY ACTIVITIES 66
Performance Measures 67-68
Paper Acceptance Most Important Measure of Effectiveness 69
Primary Journals Highly Important for Publishing Clinical Results 70
MANAGING WITHIN A CHANGING PUBLICATION ENVIRONMENT 71
• Planning Neutral or Negative Results 72
• Process for Publishing Neutral and Negative Results 73
• Increased Emphasis on Regional-Peer Reviewed Journals 74
• Emphasis on E-journals Will Decline 75
• Increased Importance of Review Articles Over Next Three Years 76
• Other Changes Implemented for Publication Excellence 77
PUBLICATION BUDGET 78
• Budget Allocated 79
• Allocation of Publication Budget in Various Activities 80
• Medical Affairs Funds Publication Budget 81
• Factors Affecting Publication Budget 82
PUBLICATION BEST PRACTICES 83
• Top Best Practices for Publication Effectiveness 84
• Top Challenges 85
• Best Practices for Implementing Successful Scientific Publication Strategy 86

5. Project Methodology and Study Objectives
Global publications are under the microscope with calls for improved transparency and data disclosure.
Due to this, global publications leaders find themselves in a balancing act—needing to ensure both
scientific credibility and commercial viability. This study investigates the impact of industry and corporate
transparency policies on the operation of publication function at Pharma/Biotech Companies.
The study sought to identify best practices that publications
groups use successfully today to build scientific credibility and
commercial success.
Key study objectives
Optimal structure for the global publications function
Transition of global pub function from commercial to clinical
Key internal stakeholders who contribute to publications strategy
Tactics for handling publication of neutral or negative clinical trial
results
Impact of transparency guidelines on publications, planning and
delivery
Strategy changes for the new marketplace
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6. Summary of Key Insights

7. Key Findings (Samples)
The following key findings and insights emerged from the field surveys, direct
interviews and study verbatim.
Global Peer-reviewed Publications Most Effective Publication Vehicle
During Phase III & Post Launch: Relative to 2007, the rating of global peer-
reviewed publication “as most effective vehicle” has dropped by 46%.
Consequently, an equal 46% of benchmark partners consider global peer-
reviewed publication as most effective during phase-III and post launch.
Relative to 2007, during early product development phases 20% of
respondents consider specialty journals as most effective vehicle, while
during phase-III 27% lesser benchmark class partners deem specialty
journals as most effective vehicle for publication.
Benchmark Class Spilt on Structure of Publication Plan Delivery:
Relative to 2007, 41% of benchmark class have a centralized structure
for Publication Plan delivery in 2011. However, overall the benchmark
class is split on the way Publication Plan Delivery is structured.
Moreover, as compared to 2007, the responsibility of Global Publication
Director has shifted to regional Publication Director for Plan Delivery.
In fact, at 25% of Benchmarked organizations regional Publication
Director has the ultimate responsibility for Plan Delivery.
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8. Universe of Learning

9. List of Participating Companies
The benchmark class includes 17 participants from 16 companies across the
pharmaceutical, biotech and medical device industries.
2011 2009
Alkermes Abbott
Astellas Pharma Global Amgen
Development AstraZeneca
Baxter BioScience Becton Dickinson
BD Biosciences (formerly Merck)
Boehringer Ingelheim Biogen Idec
Cephalon Inc BMS
Epigenomics Eli Lilly and Company
Ethicon Inc. Genentech, Inc.
GlaxoSmithKline GlaxoSmithKline
Human Genome Human Genome
Sciences, Inc. Sciences, Inc.
Janssen Global Merck
Services, LLC NPS Pharmaceuticals
Lundbeck Inc. Pfizer
Novartis Vaccines and Shire Pharmaceuticals
Diagnostics Vertex
Novo Nordisk Inc. Pharmaceuticals
Theravance, Inc.
URL
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10. Range of Career Levels Lend Insight
Research participants’ roles ranged from senior leaders to managers of medical affairs,
Publications and Communications.
2011 2009
Director Global Director, Publications
Head Global Publications Group Manager, Publication Planning
Senior Medical Writer Senior Product Manager, Strategic
Medical Director Marketing
Publications Manager Senior Director, Global Health Economics
Senior Director, Medical Communications Manager, Global Commercial Strategy
VP, Strategic & Commercial Planning Associate Director, Medical Affairs
Medical Science Liaison Vice President, Scientific Publications
Product Manager Senior Product Manager, Global Medical
Publishing
VP
Director, Global Brand Strategy
Associate Director
Senior Director, Medical Communications
Manager, Global Medical Affairs
Team Leader, Scientific Communications
Director, Publications
Director, Publications Management Team
Medical Publications Lead
Executive Director, Medical
Head Global Scientific Affairs Communications
Director, Medical Communications Director, Marketing
Director, Global Medical Affairs Executive Director, Medical
Communications
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11. Respondents Serve Various Therapeutic Areas
Almost half of benchmark participants either served the therapeutic areas of central
nervous system (CNS) or immunology. Another 41% work said they work with oncology
groups.
Please specify the therapeutic area(s) you serve in the scientific publication department.
(Check all that apply.)
• Women's health, wound closure, homeostasis,
aesthetic surgery, ENT surgery, Pain medicine,
GI, Anti-infective
47% 47%
• Infectious disease, critical care; inflammatory
41% neuropathy, dermatology, urology, vaccines 41%
24% 24%
18%
12%
CNS Immunology Oncology Cardio- Respiratory Diabetes Hema- Others
N2011=17 vascular tology
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12. Six 6 FTEs Work in Scientific Publications, on
Average
There is only slight variance between the mean and median FTEs that work within
Scientific Publications, with a mean of 6 and a median of 5. One company said it had 15
FTEs within its Scientific Publications function in 2011.
How many FTEs work within your scientific Publications Function?
15
8
6
5
2
1
Max 75th Mean Median 25th Min
Percentile Percentile
N2011=13
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13. Vice President Oversees Publication Function
Senior management is actively involved in overseeing publication function. Vice
presidents oversee the publication function at 53% of the benchmark organizations.
More than 75% of the vice presidents report to medical affairs group.
Who oversees your Publications function?
Assistant
Director, 6%
Director, Other , 18%
24%
• Senior Director
• Head Global Scientific
Affairs
Vice
President,
53%
N2011=17
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14. About Best Practices, LLC
Best Practices, LLC is a research and consulting firm that conducts work
based on the simple yet 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
companies.
Best Practices, LLC
6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517
919-403-0251
best@best-in-class.com
www.best-in-class.com
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