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1. Educating The Market: Creating
Value Through Support of Continuing
Medical Education
Best Practices, LLC Benchmarking Report
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LLC

2. Table of Contents
Research Background
Summary of Key Findings, Insights & Trends
Current CME Structural Trends
Leveraging Budgetary Resources
Accelerated Evolution: Aligning Resources, Targets &
Applicable Lessons Learned
CME Functional Management
Building Talent Depth, Breadth & Competence: CME
Optimizing CME Delivery Channels
Cultivating E-Learning
CME Content Management
CME Lessons Learned
Appendix
About Best Practices, LLC
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3. Research Background:
Using Field Benchmarks to Assess
Current Trends & Future Directions
of CME in North America and
Europe & Map the Path to Future
CME Success in Both Regions
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4. Research Objective and Methodology
Best Practices, LLC conducted this research to identify the most important current trends and future
directions of Continuous Medical Education (CME) in the North American and European marketplace.
Research partners participated in a quantitative benchmark study and also contributed their qualitative
q
thoughts, observations and narratives detailing the evolving CME landscape.
Study Objective & Methodology Key Study Objectives
Benchmark research examined the What is the current landscape of
existing North American and continuing medical education in
evolving European CME landscape North America and Europe?
and probed how companies
What structural forms are used to
structure their CME functions to
deploy CME, optimize budgets &
best deliver educational content to
best deliver content?
medical professionals.
How rapidly is E-CME advancing?
Study data, findings and insights
were developed using in-depth What CME delivery channels are
“lessons learned” interviews with preferred?
CME corporate leaders and CME
What are the current trends and
providers – as well as through a
future directions of CME?
detailed on-line CME benchmark
survey.
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5. Universe of Learning: North American Participants
Thirty CME leaders and practitioners from twenty-six pharmaceutical and
biotechnology companies shared their strategies and perspectives on CME in
the North American marketplace.
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6. Universe of Learning: European Participation
Executives from eighteen pharmaceutical and biotechnology companies make-
up the sets of data and insights specific to European Continuing Education.
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7. Universe of Learning: CME Vendors
Seven CME vendors also participated in the research – contributing insights, data and
observations from the perspective of third-party Medical Education providers.
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8. Insights Span the Global Bio-Pharma Market
Medical Education leaders and managers primarily from North American and European
countries contributed insights, observations, data and commentary for this research. Data
from North America and Europe were segmented to provide comparative results.
Partner Job Levels & Titles Partner Locations
C-Level: CEO, President, Principal
Vice Presidents: Global Commercial Development,
Global Marketing, Marketing, Marketing Services,
Medical Affairs, Professional Education
Directors: Commercial Development, Health
Education, Global Conference, Global Medical
Education, Independent Medical Education, Medical
Affairs, Medical Communications, Medical Education,
Australia Greece Sweden
Professional Education, World-Wide Marketing
Canada India Switzerland
Managers: Continuing Education, Global Professional
Relations, Group Product Manager, Independent Denmark Italy United Kingdom
Medical Education, International Products, Marketing,
France Mexico United States
Medical Affairs
Germany South Africa
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9. Participants Oversee Diverse CME Functions
Benchmark partners serve across multiple CME functions, Brand groups and Regional
Marketing Organizations. Benchmark levels range from Vice President to Manager. All
participants had direct or indirect responsibility for CME activities in their countries,
regions, brands or therapeutic areas.
Benchmark Class Representatives
Benchmark Class Representatives
CEO Manager, Global Professional Relations
CEO Manager, Global Professional Relations
Director, Commercial Development Manager, Independent Medical Education
Director, Commercial Development Manager, Independent Medical Education
Director, Health Education Manager, Medical Affairs
Director, Health Education Manager, Medical Affairs
Director, Global Conference Department Marketing Manager
Director, Global Conference Department Marketing Manager
Director, Global Medical Education President
Director, Global Medical Education President
Director, Independent Medical Education Principal
Director, Independent Medical Education Principal
Director, Medical Affairs Senior Director, Oncology
Director, Medical Affairs Senior Director, Oncology
Director, Medical Communications Senior Marketing Manager
Director, Medical Communications Senior Marketing Manager
Director, Medical Education Senior Director
Director, Medical Education Senior Director
Director, Medical Education & Scientific Media VP, Global Commercial Development
Director, Medical Education & Scientific Media VP, Global Commercial Development
Director, Professional Education VP, Global Marketing
Director, Professional Education VP, Global Marketing
Director, World-Wide Marketing VP, Marketing
Director, World-Wide Marketing VP, Marketing
Group Product Manager VP, Marketing Services
Group Product Manager VP, Marketing Services
International Product Manager VP, Medical Affairs
International Product Manager VP, Medical Affairs
Manager, Continuing Education VP, Professional Education
Manager, Continuing Education VP, Professional Education
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10. Summary of Key Findings,
Insights & Trends
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11. Insight #1: Decentralized CME Structures Prevail
Decentralized Management Structures proliferate across the CME landscape where
language differences, learning style differences, and local market variation create
hurdles for centralized management structures.
Key Findings
1. Decentralized Structures Reflect Balkanized CME Landscape:
• Rapid Evolution of Structures: Especially in Europe, the CME landscape is a tapestry of nations at
different stages of evolution; as if by “natural selection” in their given markets, different decentralized
structures spring up.
• Three Epicenters of Emergent CME Forms: Countries requiring their physicians to maintain
ongoing educational levels cluster in three epicenters: North America, Big 5 European Countries and South
Africa. However, their collective impact is not yet so broad-reaching as to set global or regional standards.
• Cross-border Variation: Significant variation exists regarding CME requirements and policy across
regions, countries and local states. A greater number of countries have no CME requirements firmly in place.
In response, various structures, approaches and strategies have evolved to meet local needs.
• Decentralized Structures Favor Local Market Response: The majority of benchmark
companies do not utilize a globally centralized function for CME management or oversight. Companies
employing such centralized structures report significant impact through increased leverage of budgets and
headcount. However, decentralized structures are more typical – reflecting the rapidly evolving CME
marketplace and need to reflect local market requirements.
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12. Current CME Structural Trends
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13. Decentralized CME Structures Proliferate
The majority of benchmark companies do not utilize a globally centralized function for CME management or
oversight. Companies employing such centralized structures report significant impact through increased
leverage of budgets and headcount. However, decentralized structures are more typical – reflecting the
rapidly evolving CME marketplace.
Within your company, choose the one approach that best describes how the management and
infrastructure support of CME activities are organized globally across your key country units.
36.0%
Centralized 32.0%
Structures – Decentralized
29% Structures –
% of Companies
68%
18.0%
11.0%
4.0%
0.0%
Centralized Centralized Independent Local Oversight Oversight with Outsourced
Oversight, Local Oversight, Oversight per per Country Separate Entirely
Management Regional Region Operating
Management Company
(n=28) 19
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14. Leveraging
Budgetary Resources:
Learning to Align Resources With Key
Priorities and Target Physician Groups
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15. Engage CME Practice Communities to Accelerate Learning
Accelerate learning across countries, therapeutic areas and brands through the use of councils and
communities of practice. The “balkanized” state of CME local markets can be an obstacle to cross-border
learning. The use of councils and best practice sharing can be a catalyst for rapid learning and sharing that
does not occur on its own.
“The ‘Hub and Spokes’ model
facilitates learning exchange. The Quarterly
affiliate countries come together Cross-Country
three times a year to discuss gaps Meetings
and how they are building on that. It
occurs across all therapeutic area
support. We present: ‘Here is what Informal Weekly Reviews
we’re going to do from the hub. Exchange at Regional
Here’s how we’re adjusting. All the (Phone, E-mail, IM)
E- Accelerating CME Headquarters
spokes come back with their Learning & Best
initiatives and needs. . . We also do Practices
weekly learning reviews at the hub in
my office. This happens a lot in
which we take learning from the Global
affiliates (local market countries) and Best Practice
Meetings
then discuss among ourselves and (1-2 Times Per Year)
(1-
Identification &
share with different affiliates.” Sharing
– Director of Global Medical
Education
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16. CME Evolution Models:
Forward-looking CME Leaders Try To
Align Resources, Targets & Applicable
Lessons Learned
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17. Improving CME Performance Impact
Performance measurement is a key driver of CME program effectiveness and evolution. Most benchmark
partners acknowledge CME performance measurement is early-stage in Europe. However, CME outcomes
measurement pilots are under way – and the Internet offers promise – even though it is still a relatively
young, lesser used delivery program in Europe.
CME Performance Measurement Evolution
CME Program + Physician Interaction + Case Vignettes applicable to Physician Practice =
Better CME Retention
Satisfaction With Post-Program
CME Program Knowledge Retention
CME Program CME Program Learning Helps Physicians
Attendance Take Action in Patient Care
Learning Objectives & Improve Outcomes
“I don’t want to imply that the Internet is the answer to all things. But the Internet is the way to go. You tell me to go
read it on the Internet, I won’t do it; I’ll print it out. That’s me. Others will play on the Internet. Different learners have
different styles and preferences. With the Internet you can have all these case vignettes, interactivity. . . You find out
where they are in their learning styles. . . and they can self-select where they are and how they want to learn.”
-- Global Director of Medical Education
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18. CME Functional Management:
Learning to Manage CME Activities
With and Apart from Promotional
Education
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19. Medical Affairs & Communications Commonly Have CME Oversight
For both Europe and North America, the CME function is managed primarily within the Medical
Affairs/Communications areas. The greatest difference between markets is the significant segment managing
the function through Marketing or a separate operating company in Europe.
To what functional area of the company To what functional area of the company does
does the group managing support of CME the group managing support of CME
activities for European markets report? activities for North American markets report?
Separate Scientific Separate
Operating Commercial
Communicat Operating
Company, Operations, Medical
ions, 4% Company,
13% 9% Communicat
Scientific 4%
ions, 11%
Communicati
Other, 4%
ons, 4%
Marketing &
Medical Commercial
Sales, 22%
Communicati Operations,
ons, 9% 14%
Corporate,
4%
Medical Marketing &
Affairs, 54% Sales, 7%
Medical
Affairs, 44%
(n=23) (n=28)
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20. Optimizing CME Delivery
Channels:
Evolving the Best Channel Delivery Mix
To Reflect Your Local Market, Budget &
Target Physician Groups
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21. Face-to-Face & E-CME Dominate in North America
Half of North American research partners deliver CME most often through face-to-face modes – but nearly
one-quarter is delivered via the Internet. Enduring materials also make up one-fifth of delivery forms.
Estimate the mix of CME delivery forms utilized by your company for the North American
marketplace. (Percentages should sum to 100%)
Internet Teleconference Face-to-Face Enduring Materials
Minimum 0% 0% 20% 0%
Maximum 75% 25% 90% 50%
Mean 23.9% 6.4% 50.4% 19.3%
Median 20% 5% 50% 20%
1st Quartile 10% 0% 32.5% 10%
3rd Quartile 40% 10% 60% 25%
(n=26) 49
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22. CME Lessons Learned:
Using Past Victories & Failures To
Navigate To Success Going Forward
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23. CME Delivery Modes: E-CME
Research participants shared the following observations regarding E-CME:
E-CME Positives:
- Easier for customers
- Quite cheap and fast
- Available 24/7 global participation in 92 countries provides education convenience to customers that
cannot travel, have declining budgets and would like to optimize time
- Twenty-four hour access
- Cost effective way to reach a worldwide audience.
- Reaches large audience, chosen by the participant, long lasting, reaches audience 24/7.
- Internet-reach is greater
- Internet provides breadth and can be interactive/participatory if adult learning principles are applied
- Wide reach of audience
- Broader reach than face-to-face programs
- Internet is the most cost-effective, has the greatest reach, and can better manage data regarding
participants and their learning and progression in behavior change
- Internet is growing method of delivery.
E-CME Negatives:
- E-CME not really implemented
- Not everybody likes this model
- Individual relationships are not developed with company
- Participants have to find it, and be fairly computer-oriented
- Internet-info overload, too many portals
- Little content flexibility once developed
- Impersonal and can have lack of awareness of the CME supporter
- Expanding e-formats with lack of success meeting program goals
- Interpersonal exchange can be lost
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24. Appendix
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25. About Best Practices, LLC
We are 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
bestpractices@best-in-class.com
www3.best-in-class.com
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