This report examines best practices for pharmaceutical companies to build effective relationships with patient advocacy groups. It provides an overview of the advocacy landscape and identifies strategies for collaboration, such as understanding advocacy groups' priorities and goals. The report also offers recommendations for managing relationships with hostile groups, including developing structured approaches, dedicated staff, and rapid response infrastructures. Data comes from surveys of 58 executives from major pharmaceutical companies and in-depth interviews. Key findings cover mapping the advocacy environment, building relationships through opinion leaders, and setting up advocacy organizations to handle positive and negative interactions.
Best Practices in Patient Advocacy Groups Collaboration and Relationship Mana...Best Practices
This document summarizes a study examining best practices for collaborating with patient advocacy groups. It provides an overview of the research methodology, participating companies, key findings and insights. Some of the main findings include: 1) there is no single best structure for patient advocacy groups, with companies taking decentralized, centralized and hybrid approaches; 2) social media and video platforms are increasingly important in patient education; and 3) transparency, aligning objectives, and trust are critical when working with advocacy groups on controversial therapies.
The Powerful and Evolving Role ofPatient Advocacy Groups in Orphan Drug Deve...PremierResearch_
Want to chat? Set up time to speak here: http://info.premier-research.com/TalktoPremier
A major goal of patient advocacy groups is to address the unmet needs of patients with cancer or rare diseases by providing access to the most effective drugs. In recent years, patient advocacy groups have expanded their influence over the drug development continuum from discovery to approval to market entry. Many groups directly fund, help design, or recruit patients to participate in clinical trials.
This webinar reviews the history of patient advocacy groups in advancing clinical research and examines the evolution of their role in light of recent and pending legislative and regulatory changes in the United States and European Union. Included is a discussion of how patient advocacy groups and industry can join to respond most effectively to these anticipated changes. Presenters are Susan Stein, MPH, a member of the Board of Directors of worldwide patient advocate umbrella organization Global Genes, and Juliet Moritz, MPH, Executive Director of Strategic Drug Development for Rare Diseases at Premier Research.
This editorial discusses strategies for making public reports on healthcare organization performance more effective in improving quality of care. It identifies three potential pathways for reports to lead to better care: 1) Informing individual healthcare choices, 2) Stimulating delivery system improvements through market forces, and 3) Protecting professional reputations. However, most reports have had minimal impact. The editorial argues reports need to better communicate the existence and meaning of quality problems, provide a framework for understanding quality, and address consumer concerns to engage consumers. It suggests strategies like highlighting best and worst performers could boost all three pathways to impact.
This report provides qualitative insight on advocacy groups’ relationships with the pharmaceutical industry. The report explores their current philosophies toward clinical trials, provides recommendations and best practices for encouraging patient participation in trials, and identifies opportunities to partner (or build on existing partnerships) with the industry.
When developing a business strategy centered on the patient, organizations must adapt and implement programs that foster information sharing and collaboration while providing faster and greater access to life-changing products.
This document summarizes a presentation on using multicriteria decision analysis (MCDA) to address ethical dilemmas in healthcare decision making. It discusses how MCDA could support a natural decision process that integrates evidence and values. Specifically, it proposes that MCDA could provide a framework to structure criteria based on the common goal of health and its underlying ethical aspects, allow for interpretation of distinct concepts like effectiveness and costs, and support qualitative reasoning and judgment in decision making. The EVIDEM collaboration aims to develop an open source MCDA framework based on these principles to help make fair and legitimate healthcare decisions.
This document summarizes a study on the impact of quality reporting on consumer choice in healthcare. The study reviewed 24 articles on this topic. It found that 58% of studies showed quality reports significantly influence patient choice, while 26% found no significant impact. The magnitude of impact was between 10-20% of patients responding to quality reports. While quality reporting does seem to impact some consumers, it may not have fully solved the problem of information asymmetry.
Best Practices in Patient Advocacy Groups Collaboration and Relationship Mana...Best Practices
This document summarizes a study examining best practices for collaborating with patient advocacy groups. It provides an overview of the research methodology, participating companies, key findings and insights. Some of the main findings include: 1) there is no single best structure for patient advocacy groups, with companies taking decentralized, centralized and hybrid approaches; 2) social media and video platforms are increasingly important in patient education; and 3) transparency, aligning objectives, and trust are critical when working with advocacy groups on controversial therapies.
The Powerful and Evolving Role ofPatient Advocacy Groups in Orphan Drug Deve...PremierResearch_
Want to chat? Set up time to speak here: http://info.premier-research.com/TalktoPremier
A major goal of patient advocacy groups is to address the unmet needs of patients with cancer or rare diseases by providing access to the most effective drugs. In recent years, patient advocacy groups have expanded their influence over the drug development continuum from discovery to approval to market entry. Many groups directly fund, help design, or recruit patients to participate in clinical trials.
This webinar reviews the history of patient advocacy groups in advancing clinical research and examines the evolution of their role in light of recent and pending legislative and regulatory changes in the United States and European Union. Included is a discussion of how patient advocacy groups and industry can join to respond most effectively to these anticipated changes. Presenters are Susan Stein, MPH, a member of the Board of Directors of worldwide patient advocate umbrella organization Global Genes, and Juliet Moritz, MPH, Executive Director of Strategic Drug Development for Rare Diseases at Premier Research.
This editorial discusses strategies for making public reports on healthcare organization performance more effective in improving quality of care. It identifies three potential pathways for reports to lead to better care: 1) Informing individual healthcare choices, 2) Stimulating delivery system improvements through market forces, and 3) Protecting professional reputations. However, most reports have had minimal impact. The editorial argues reports need to better communicate the existence and meaning of quality problems, provide a framework for understanding quality, and address consumer concerns to engage consumers. It suggests strategies like highlighting best and worst performers could boost all three pathways to impact.
This report provides qualitative insight on advocacy groups’ relationships with the pharmaceutical industry. The report explores their current philosophies toward clinical trials, provides recommendations and best practices for encouraging patient participation in trials, and identifies opportunities to partner (or build on existing partnerships) with the industry.
When developing a business strategy centered on the patient, organizations must adapt and implement programs that foster information sharing and collaboration while providing faster and greater access to life-changing products.
This document summarizes a presentation on using multicriteria decision analysis (MCDA) to address ethical dilemmas in healthcare decision making. It discusses how MCDA could support a natural decision process that integrates evidence and values. Specifically, it proposes that MCDA could provide a framework to structure criteria based on the common goal of health and its underlying ethical aspects, allow for interpretation of distinct concepts like effectiveness and costs, and support qualitative reasoning and judgment in decision making. The EVIDEM collaboration aims to develop an open source MCDA framework based on these principles to help make fair and legitimate healthcare decisions.
This document summarizes a study on the impact of quality reporting on consumer choice in healthcare. The study reviewed 24 articles on this topic. It found that 58% of studies showed quality reports significantly influence patient choice, while 26% found no significant impact. The magnitude of impact was between 10-20% of patients responding to quality reports. While quality reporting does seem to impact some consumers, it may not have fully solved the problem of information asymmetry.
This document discusses consumer involvement in systematic reviews. It defines consumers as individuals who use or are affected by health services. There are several rationales for involving consumers, including improving research quality and empowering consumers. Frameworks for involvement include consultation, collaboration, and consumer control. Currently, involvement varies and may include consulting consumers on draft protocols or reviews, or collaborating through stakeholder groups. Further discussion is needed on standardizing and improving consumer involvement.
Proactively managing surgery costs through patient engagement, shared decision-making, and a focus on quality can achieve better outcomes and lower costs. Surgeries account for over 30% of healthcare costs but many decisions are made without full awareness of alternatives. BridgeHealth's Surgery Benefit Management program identifies members early in the surgical decision process, provides resources to help them make informed choices, and assists in choosing high-quality providers, with the goal of avoiding unnecessary procedures and reducing costs through engagement and quality. Studies show shared decision making and access to quality providers can reduce costs by 20-30%.
Proactively managing surgery costs through patient engagement, shared decision-making, and a focus on quality can help lower healthcare spending and achieve better outcomes. Surgeries account for over 30% of company healthcare costs but many decisions are made without patients understanding all options. BridgeHealth's Surgery Benefit Management program identifies members considering major surgeries, provides education on alternative treatments, and assists in choosing high-quality providers to avoid unnecessary procedures and lower costs. Studies show this approach can reduce surgical spending by 20-30% by empowering informed decisions.
2004 Na Advate Finav 4 Intertoo Patrice Jan.19, 2004 (2)pmitsos
This document summarizes market research findings from studies on patient experiences and preferences related to hemophilia A treatment. Key points include:
- Patients primarily learn about treatments from doctors, support groups, and online research. Safety is the top concern.
- Conversions to ADVATE were mostly from Recombinate users.
- Opportunities exist to build ongoing relationships using CRM strategies and leverage high awareness of "The Baxter Factor" program.
- Challenges include optimizing outreach and targeting different patient segments like early adopters.
Proactively managing surgery costs through patient engagement, shared decision-making, and a focus on quality can achieve better outcomes and lower costs. Surgeries account for over 30% of healthcare costs but many decisions are made without full awareness of alternatives. BridgeHealth's Surgery Benefit Management solution identifies members considering major surgery early, provides education on treatment options, and assists in choosing high-quality providers to reduce unnecessary procedures and lower costs. Independent research shows 30% of surgeries may be avoidable and costs can be reduced by 20% through engagement and shared decision making.
Inflexxion developed the Comprehensive Health Assessment for Teens (CHAT) to provide a time- and cost-efficient assessment for adolescents. The CHAT is a validated, multimedia self-administered interview that assesses substance use and psychological, family, peer, and other issues. Research shows the CHAT is reliable and valid. Organizations report the CHAT saves them time and resources compared to other assessments. The CHAT integrated in the ASI-MV Connect system, allowing automated scoring and reporting to streamline assessment.
1. The document discusses organizing healthcare delivery around the goal of improving patient value, defined as health outcomes per dollar spent.
2. It argues that the current healthcare system is not structured or incentivized to achieve this goal, and that fundamental restructuring is needed rather than incremental changes.
3. The strategic agenda outlined involves organizing care into integrated practice units around patient medical conditions, measuring outcomes and costs for every patient, reimbursing through bundled payments for care cycles, and other initiatives to align the healthcare system with the goal of improving patient value.
The document discusses barriers to implementing value-based healthcare (VBHC) in Latin America and potential solutions. It identifies that the current healthcare system has misaligned incentives that prioritize volume over quality and outcomes. Key barriers to VBHC include lack of agreed outcome measures, data infrastructure to support it, and cross-stakeholder collaboration. The document proposes that VBHC requires measuring outcomes and costs, aligning payments to value, using data to drive continuous quality improvement, and gaining support across organizations.
Painsolver is a clinical decision support tool designed to improve healthcare outcomes for low back pain. It addresses limitations in how patient care is currently managed by providing evidence-based guidance, integrating recommendations into workflows, and promoting shared decision making between providers and patients. The tool aims to help organizations and providers succeed under emerging pay-for-performance models by enhancing outcomes and reducing costs over a patient's lifetime. Vertelogics believes Painsolver can help providers and organizations not just survive but thrive as the healthcare system shifts its focus to outcomes-based reimbursement.
Tom Krohn, Business Lead for the Lilly Clinical Open Innovation Team, gave this presentation at the Patients at the Center of Clinical Research Workshop on Nov. 14, 2013.
In it, he discusses ways in which patients can become collaborators in drug development
Jennifer Clawson is an Associate Director at The Boston Consulting Group and coordinates their global value-based healthcare program. She played a key role in establishing ICHOM, an organization focused on standardizing healthcare outcome measurements. ICHOM has developed 21 standard sets covering common conditions that define important outcomes and costs. Leading healthcare organizations around the world are adopting ICHOM standards to measure and improve value. Studies show that focusing on outcomes through standardized measurement can simultaneously improve health outcomes and reduce costs.
Finding the Right Care for the Right Price, Cost and Quality (Geof Baker)Geof Baker
This document discusses the state of public reporting on healthcare costs and quality, lessons learned from transparency efforts, and viewpoints from various stakeholders. Key points include:
- Public reporting can help improve healthcare quality and reduce costs by promoting provider efficiency and informed consumer decisions.
- Major challenges include small sample sizes, risk adjustment difficulties, inconsistent ratings, and lack of provider engagement.
- Next generation transparency tools should provide integrated, user-friendly searches; comparative cost/quality data; and actionable information to guide treatment decisions.
- Stakeholders like employers, consumers, and physicians express needs around accessible cost/quality data and opportunities for improvement.
The document discusses various topics related to physical therapy (PT) practice. It notes that in 2014, PTs can avoid PQRS penalties by reporting 3 quality measures for 50% of patients, and the number of measures required to receive bonuses will increase from 3 to 9. It also eliminates reporting via measures groups through claims. The document discusses focusing on developing quality measures for PT, payment models that promote value, and public policy initiatives to advance the role of PT in areas like disease management. It also discusses improving access, eliminating self-referral profits, and ensuring an adequate PT workforce.
The Subversion of Medicine Through Treatment Guidelinesjerryleonard999
A detailed examination of how treatment guidelines ghost-written by "big pharma" are destroying medicine. Part II: Application of the basic model to show how manufactured pharma "thought leaders" created the Lyme disease epidemic to treat symptoms in perpetuity rather than address the underlying cause.
This document describes the innovative care model of ChenMed, a primary care-led group practice in Florida that serves low-income elderly Medicare patients. Key elements of the ChenMed model include:
- Offering a "one-stop-shop" approach with on-site medical specialists, dental care, and pharmacy services to improve access and convenience.
- Smaller physician panels of 350-450 patients allowing for more time with each patient and intensive preventive care and health coaching.
- On-site physician dispensing of pre-sealed medications at visits to improve medication adherence for chronic conditions.
- A collaborative physician culture with peer review and customized technology.
Preliminary results show this model has improved medication adherence
This document discusses frameworks for healthcare providers to evaluate direct-to-consumer (DTC) and consumer-directed (CD) genetic testing products. It outlines categories and objectives for assessment, including evaluating the company profile, leadership, investments, legal/regulatory factors, media coverage, marketing, core competencies, product details, customer service, data sharing models, reports, support services, competition, research activities, clinical validity, physician interaction, quality controls, and partnership models. The goal is to help providers determine whether to actively participate in DTC/CD products, develop their own offerings, or avoid engagement with these trends.
The document discusses best practices for pharmaceutical companies in developing and managing relationships with key opinion leaders (KOLs) through medical science liaisons (MSLs). It provides insights from benchmarking research on the roles of MSLs at different stages of product development and lifecycles. Companies must determine MSL field force size based on factors like product lifecycle, thought leader coverage, and franchise objectives. Developing and maintaining KOL relationships is important for gathering market insights and competitive intelligence.
1) The document discusses how to capture patient-reported outcomes (PROs) and patient experiences to demonstrate value from the patient's perspective when securing access to treatments.
2) It notes that traditional clinical measures cannot capture how patients feel or function, so patient-reported outcome measures (PROMs) and patient-reported experience measures (PREMs) are needed.
3) The document argues that capturing the patient voice through PROMs/PREMs and involving patient groups can help define patient-relevant outcomes and the full value of treatment, including quality of life benefits, which are increasingly important to health technology assessments and payers.
This document discusses consumer involvement in systematic reviews. It defines consumers as individuals who use or are affected by health services. There are several rationales for involving consumers, including improving research quality and empowering consumers. Frameworks for involvement include consultation, collaboration, and consumer control. Currently, involvement varies and may include consulting consumers on draft protocols or reviews, or collaborating through stakeholder groups. Further discussion is needed on standardizing and improving consumer involvement.
Proactively managing surgery costs through patient engagement, shared decision-making, and a focus on quality can achieve better outcomes and lower costs. Surgeries account for over 30% of healthcare costs but many decisions are made without full awareness of alternatives. BridgeHealth's Surgery Benefit Management program identifies members early in the surgical decision process, provides resources to help them make informed choices, and assists in choosing high-quality providers, with the goal of avoiding unnecessary procedures and reducing costs through engagement and quality. Studies show shared decision making and access to quality providers can reduce costs by 20-30%.
Proactively managing surgery costs through patient engagement, shared decision-making, and a focus on quality can help lower healthcare spending and achieve better outcomes. Surgeries account for over 30% of company healthcare costs but many decisions are made without patients understanding all options. BridgeHealth's Surgery Benefit Management program identifies members considering major surgeries, provides education on alternative treatments, and assists in choosing high-quality providers to avoid unnecessary procedures and lower costs. Studies show this approach can reduce surgical spending by 20-30% by empowering informed decisions.
2004 Na Advate Finav 4 Intertoo Patrice Jan.19, 2004 (2)pmitsos
This document summarizes market research findings from studies on patient experiences and preferences related to hemophilia A treatment. Key points include:
- Patients primarily learn about treatments from doctors, support groups, and online research. Safety is the top concern.
- Conversions to ADVATE were mostly from Recombinate users.
- Opportunities exist to build ongoing relationships using CRM strategies and leverage high awareness of "The Baxter Factor" program.
- Challenges include optimizing outreach and targeting different patient segments like early adopters.
Proactively managing surgery costs through patient engagement, shared decision-making, and a focus on quality can achieve better outcomes and lower costs. Surgeries account for over 30% of healthcare costs but many decisions are made without full awareness of alternatives. BridgeHealth's Surgery Benefit Management solution identifies members considering major surgery early, provides education on treatment options, and assists in choosing high-quality providers to reduce unnecessary procedures and lower costs. Independent research shows 30% of surgeries may be avoidable and costs can be reduced by 20% through engagement and shared decision making.
Inflexxion developed the Comprehensive Health Assessment for Teens (CHAT) to provide a time- and cost-efficient assessment for adolescents. The CHAT is a validated, multimedia self-administered interview that assesses substance use and psychological, family, peer, and other issues. Research shows the CHAT is reliable and valid. Organizations report the CHAT saves them time and resources compared to other assessments. The CHAT integrated in the ASI-MV Connect system, allowing automated scoring and reporting to streamline assessment.
1. The document discusses organizing healthcare delivery around the goal of improving patient value, defined as health outcomes per dollar spent.
2. It argues that the current healthcare system is not structured or incentivized to achieve this goal, and that fundamental restructuring is needed rather than incremental changes.
3. The strategic agenda outlined involves organizing care into integrated practice units around patient medical conditions, measuring outcomes and costs for every patient, reimbursing through bundled payments for care cycles, and other initiatives to align the healthcare system with the goal of improving patient value.
The document discusses barriers to implementing value-based healthcare (VBHC) in Latin America and potential solutions. It identifies that the current healthcare system has misaligned incentives that prioritize volume over quality and outcomes. Key barriers to VBHC include lack of agreed outcome measures, data infrastructure to support it, and cross-stakeholder collaboration. The document proposes that VBHC requires measuring outcomes and costs, aligning payments to value, using data to drive continuous quality improvement, and gaining support across organizations.
Painsolver is a clinical decision support tool designed to improve healthcare outcomes for low back pain. It addresses limitations in how patient care is currently managed by providing evidence-based guidance, integrating recommendations into workflows, and promoting shared decision making between providers and patients. The tool aims to help organizations and providers succeed under emerging pay-for-performance models by enhancing outcomes and reducing costs over a patient's lifetime. Vertelogics believes Painsolver can help providers and organizations not just survive but thrive as the healthcare system shifts its focus to outcomes-based reimbursement.
Tom Krohn, Business Lead for the Lilly Clinical Open Innovation Team, gave this presentation at the Patients at the Center of Clinical Research Workshop on Nov. 14, 2013.
In it, he discusses ways in which patients can become collaborators in drug development
Jennifer Clawson is an Associate Director at The Boston Consulting Group and coordinates their global value-based healthcare program. She played a key role in establishing ICHOM, an organization focused on standardizing healthcare outcome measurements. ICHOM has developed 21 standard sets covering common conditions that define important outcomes and costs. Leading healthcare organizations around the world are adopting ICHOM standards to measure and improve value. Studies show that focusing on outcomes through standardized measurement can simultaneously improve health outcomes and reduce costs.
Finding the Right Care for the Right Price, Cost and Quality (Geof Baker)Geof Baker
This document discusses the state of public reporting on healthcare costs and quality, lessons learned from transparency efforts, and viewpoints from various stakeholders. Key points include:
- Public reporting can help improve healthcare quality and reduce costs by promoting provider efficiency and informed consumer decisions.
- Major challenges include small sample sizes, risk adjustment difficulties, inconsistent ratings, and lack of provider engagement.
- Next generation transparency tools should provide integrated, user-friendly searches; comparative cost/quality data; and actionable information to guide treatment decisions.
- Stakeholders like employers, consumers, and physicians express needs around accessible cost/quality data and opportunities for improvement.
The document discusses various topics related to physical therapy (PT) practice. It notes that in 2014, PTs can avoid PQRS penalties by reporting 3 quality measures for 50% of patients, and the number of measures required to receive bonuses will increase from 3 to 9. It also eliminates reporting via measures groups through claims. The document discusses focusing on developing quality measures for PT, payment models that promote value, and public policy initiatives to advance the role of PT in areas like disease management. It also discusses improving access, eliminating self-referral profits, and ensuring an adequate PT workforce.
The Subversion of Medicine Through Treatment Guidelinesjerryleonard999
A detailed examination of how treatment guidelines ghost-written by "big pharma" are destroying medicine. Part II: Application of the basic model to show how manufactured pharma "thought leaders" created the Lyme disease epidemic to treat symptoms in perpetuity rather than address the underlying cause.
This document describes the innovative care model of ChenMed, a primary care-led group practice in Florida that serves low-income elderly Medicare patients. Key elements of the ChenMed model include:
- Offering a "one-stop-shop" approach with on-site medical specialists, dental care, and pharmacy services to improve access and convenience.
- Smaller physician panels of 350-450 patients allowing for more time with each patient and intensive preventive care and health coaching.
- On-site physician dispensing of pre-sealed medications at visits to improve medication adherence for chronic conditions.
- A collaborative physician culture with peer review and customized technology.
Preliminary results show this model has improved medication adherence
This document discusses frameworks for healthcare providers to evaluate direct-to-consumer (DTC) and consumer-directed (CD) genetic testing products. It outlines categories and objectives for assessment, including evaluating the company profile, leadership, investments, legal/regulatory factors, media coverage, marketing, core competencies, product details, customer service, data sharing models, reports, support services, competition, research activities, clinical validity, physician interaction, quality controls, and partnership models. The goal is to help providers determine whether to actively participate in DTC/CD products, develop their own offerings, or avoid engagement with these trends.
The document discusses best practices for pharmaceutical companies in developing and managing relationships with key opinion leaders (KOLs) through medical science liaisons (MSLs). It provides insights from benchmarking research on the roles of MSLs at different stages of product development and lifecycles. Companies must determine MSL field force size based on factors like product lifecycle, thought leader coverage, and franchise objectives. Developing and maintaining KOL relationships is important for gathering market insights and competitive intelligence.
1) The document discusses how to capture patient-reported outcomes (PROs) and patient experiences to demonstrate value from the patient's perspective when securing access to treatments.
2) It notes that traditional clinical measures cannot capture how patients feel or function, so patient-reported outcome measures (PROMs) and patient-reported experience measures (PREMs) are needed.
3) The document argues that capturing the patient voice through PROMs/PREMs and involving patient groups can help define patient-relevant outcomes and the full value of treatment, including quality of life benefits, which are increasingly important to health technology assessments and payers.
Medical Affairs Resources, Structures, and Trends (UPDATE) - Report SummaryBest Practices
The Update to the wildly popular Medical Affairs Resources, Structures, and Trends research from 2009 is ready! Contains linear data and new segmentation for emerging markets.
Charged with building and maintaining physician relationships, pharmaceutical Medical Affairs organizations typically oversee several important functions -- including publications, KOL programs, grants and medical education (CME) -- that have been impacted in recent years by a call for increased transparency. As such, forward-looking biopharmaceutical executives are beginning to evaluate Medical Affairs operations to ensure that the vital organization is appropriately structured and resourced to operate effectively in the current environment.
This Best Practices, LLC study explores how U.S. and global biopharmaceutical companies are structuring and managing their Medical Affairs organizations today. The study also examines recent trends in budget and staffing resources, key challenges and top success factors for the function.
The report is based on the insights of 68 Medical Affairs executives and managers at 50 leading global companies. The benchmark class in this study consists of a Mature Markets and Emerging Markets Segment. The Mature Market Segment includes 41 participants from pharma and 12 device respondents. The Emerging Markets Segment consists of 15 participants working in India, China, Brazil, and Turkey.
This document discusses stakeholder communication strategies for medicines regulatory agencies. It identifies key stakeholders as the general public, healthcare professionals, pharmaceutical industry, government, regulators, and media. Effective communication is important to build trust and influence attitudes. The document provides guidance on identifying stakeholders, determining communication objectives, tailoring messages to different audiences, and selecting appropriate channels. It also discusses challenges to communication like inconsistent messages, legal issues, and commercial sensitivities. The overall aim is to develop a comprehensive strategic approach to stakeholder engagement.
The Future of Personalizing Care Management & the Patient ExperienceRaphael Louis Vitón
Actionable segmentation model findings - by Raphael Louis Vitón & Dream team of industry experts, physicians and leaders from Blue Cross, GEHealthCare, RingLeaderVentures, Maddock Douglas, Dr.Daniel Friedland, etc working on improving health outcomes by Personalizing the Care Management business model for Better Outcomes & Better Economics (through patient empowerment)
Medical affairs department for small organizationDr. Zubair Ali
The document summarizes the drug development process and the role of medical affairs departments within pharmaceutical companies. It discusses the various phases of clinical drug trials from phase I to phase IV. It then outlines the structure and responsibilities of medical affairs, including clinical research, pharmacovigilance, medical information services, statistics management, and providing medical support to marketing and sales teams. A key part of medical affairs is the medical science liaison program which aims to educate medical professionals and support clinical trial recruitment through relationship building.
Recap - Patient Engagement: The Future of Healthcare Communications Summitprnewswire
This document summarizes a healthcare communications summit that discussed strategies for improving patient engagement and outcomes through digital technologies, social media, and wellness programs. Key topics included:
- Integrating patient data and feedback to enhance care experiences.
- Using social media, education, and motivation to activate patients in their own care.
- Partnering with patients in research and communications to ensure their perspectives are heard.
- Developing policies and training for social media use while protecting privacy and complying with regulations.
- Coordinating engagement goals between industry and patients to define success.
Sales Force Effectiveness- Uncovering How Pharmaceutical Companies Serve the ...Best Practices
The document discusses best practices for pharmaceutical companies' sales forces that target the US hospital market. It provides definitions for key terms related to hospital market segments, decision-makers, and sales force structures. The study aims to understand how to effectively develop a sales force to get products on hospital formularies for different market segments and customer profiles.
Supporting Cancer Survivors in the Workplace and Managing CostsHuman Capital Media
This document summarizes a webinar on cancer, culture, and careers. It provides 3 options for listening to the webinar - computer speakers, telephone dial-in, or teleconference. It also outlines the agenda which includes speakers from the National Comprehensive Cancer Network and National Business Group on Health discussing survivors in the workplace, the high cost of cancer, taboos and stereotypes, survivor stories, and employer challenges. Polling questions are included to gauge participant understanding.
Disease Awareness Program Excellence: Structure, Timing, Activities & Investm...Best Practices
Bio-pharmaceutical companies use disease state awareness campaigns to disseminate unbranded information to external stakeholders such as physicians, patients and payers.
Best Practices, LLC undertook research to deliver benchmarks around the structure, timing, investment and activities for disease awareness programs.
Download Full Report: http://bit.ly/2a7CnUS
PE Global Landscape - Mapping & Networking Tool by PFMD.orgThe Synergist.org
The PFMD mapping tool is a dynamic user-populated platform that categorizes and ‘maps’ existing initiatives and frameworks to provide snapshot views of the patient engagement landscape through different stakeholder perspectives.
The document provides guidance and templates for joint working between the NHS and pharmaceutical companies, outlining best practices for developing agreements, projects, and measurements that benefit both parties through open collaboration while prioritizing patient outcomes. Key points include defining joint working and distinguishing it from other types of partnerships, emphasizing transparency and preventing inducement to prescribe certain drugs.
New Health Report 2012 - Media Briefing Deck Quintiles
The document summarizes the key findings of the 2012 New Health Report survey conducted by Quintiles. The survey gathered responses from over 1,350 stakeholders in the biopharmaceutical industry, managed care organizations, investors, and patients in the US and UK. The report found that stakeholders have differing views on risk tolerance and perceptions of healthcare quality. It also found that current tools for assessing risk are limited and better data is needed. Overall, the report aims to foster collaboration between stakeholders to improve innovation in pharmaceutical development and delivery.
Stratified medicine uses biomarkers to classify patients into subgroups for clinical trials and treatment. This requires closer integration of diagnostic and therapeutic development. Only a few companies have both diagnostic and therapeutic capabilities, so partnerships are common. There is uncertainty around who funds biomarker discovery and validation, with options including spin-offs, government programs, in-house pharma efforts, and pharma partnerships. Stratified medicine increases demand for biomarkers and companion diagnostics but also complexity across development processes.
A Vision for U.S. Healthcare's Radical MakeoverCognizant
The healthcare industry is on the verge of a disruptive change that will significantly reshape our experiences and reorient our expectations across the provider and payer value chain.
This document discusses the development of therapeutic guidelines. It defines therapeutic guidelines as clinical practice guidelines written for prescribers to provide treatment recommendations based on current evidence. The document outlines the need for guidelines to improve patient care quality and consistency while controlling healthcare costs. It describes the composition of guideline development groups and the multi-step process involved, including identifying the problem and literature, obtaining expert opinions, reviewing evidence, and disseminating the completed guidelines. Potential limitations of guidelines like complexity and physician acceptance are also discussed.
Influence of pharmaceutical marketing onMdIrfanUddin2
1) The study examined the influence of pharmaceutical marketing strategies on the prescription practices of physicians in Bangladesh. It surveyed 500 physicians across various cities using a questionnaire.
2) The study found that marketing strategies like frequent visits from sales representatives, personal relationships between physicians and reps, product quality, and company reputation had the strongest influence on prescription decisions. Less effective strategies included gifts, advertising, and direct mailings.
3) Personal selling approaches like frequent visits and relationships had the most impact, while public relations efforts like sponsoring conferences and launch meetings also influenced physicians somewhat.
Thought Leadership Blog - Leading the Way in Patient CareVimDrugs
Welcome, Everyone! We are excited to share insights on the evolving healthcare landscape and Vim's commitment to leading the way in patient care. Today, we'll delve into key trends impacting the US pharmacy industry, packed with revealing statistics and Vim's innovative approach to navigating them.
From navigating complex regulations to fostering patient trust, the demands on healthcare leaders are monumental. But with the right skills and strategies, they can become agents of positive change, transforming both individual lives and the healthcare system at large
Growing Bio-pharma Digital Marketing Impact by Digitizing Launch, Developing ...Best Practices
It has become quite crucial to identify the drivers of digital marketing performance excellence in the health care industry which will enable companies to gain valuable customer insights, build effective relationships, leverage online media, and maximize revenue.
Best Practices, LLC undertook this benchmarking research to provide critical insights into how savvy bio-pharma digital marketers are enhancing the medical and commercial potential of new products, improving alignment with brand teams, acquiring and training new digital marketers, managing service delivery for key programs and optimizing insource vs. outsource mix.
Download Full Report: http://bit.ly/2gnXrIu
Drive Growth and Profitability Through Strategic Pharmaceutical New Product P...Best Practices
This document summarizes a benchmarking study of new product planning structures and activities at 15 pharmaceutical and biotech companies. Key findings include:
- Global teams transition from planning to marketing earlier than regional teams.
- Global teams begin branding activities like naming in phase II, while regional teams start in phase III.
- Global teams value segmentation and positioning most, while regional teams value market research.
- Global new product planning is more centralized while regional structures are more hybrid.
Best-in-Class Strategies to Develop Effective Medical Information GroupsBest Practices
Medical information groups within bio-pharmaceutical companies play a vital role in the management of publications and product inquiries during the commercialization of drugs.
However, recent regulatory changes in the industry have made it imperative for the Medical Affairs function to align its medical information activities with compliance requirements.
This Best Practices, LLC report establishes benchmarks on the critical requirements to create strong medical information groups. In particular, this report identifies best practices in internal collaboration, alignment of information activities with compliance requirements and the structure, leadership and resource levels required to develop best-in-class medical information groups.
Download Full Report: http://bit.ly/2ewac07
Optimize the Role of Medical Affairs in Health Economics & Outcomes Research ...Best Practices
The Medical Affairs function plays an important role in health outcomes (HO) information exchange between bio-pharmaceutical organizations and key external stakeholders.
Development of robust health outcomes capabilities within Medical Affairs function requires an increase in the function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data as per stakeholders’ needs, and building real world data capabilities to generate and utilize health outcomes information.
This benchmarking research from Best Practices, LLC is designed to assist companies focused on oncology therapies find better ways to develop effective health outcomes groups. It provides current data and best practices from Medical Affairs leaders with an oncology focus at leading bio-pharmaceutical companies.
Download Full Report: http://bit.ly/2e3sl9Q
Strategies to Increase Medical Affairs' Role in Health Outcomes Data Generati...Best Practices
With the shift toward evidence-based medicine and value-based pricing, many bio-pharmaceutical companies are transitioning their Health Economics and Outcomes Research (HEOR) function away from the Commercial organization to Medical Affairs. This has some major implications towards the interactions with key stakeholders, the way interactions are documented and the skill sets & activities that may be required. Development of strong health outcomes capabilities within Medical Affairs organizations requires an increase in that function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data by stakeholders and building real world data capabilities to generate and utilize health outcomes information.
Best Practices, LLC undertook this study to identify strategies to increase MA’s role in Health Outcomes data generation and utilization. Specifically, the study highlights the role of Medical Affairs function in HO activities, industry drivers and resource levels for HO groups, challenges of MA’s involvement in HO activities and strategies for effective HO data communication and utilization.
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Benchmarking Bio-Pharmaceutical Medical Education Programs: Structures, Resou...Best Practices
This document provides a summary of a benchmarking study conducted by Best Practices, LLC on medical education structures, resources, and activities at major biopharmaceutical companies. Some key findings include:
- Most companies (over 75%) take a centralized approach to organizing their medical education functions. Nearly half centralize in the US.
- Companies heavily rely on outsourcing, delegating 86% of program development and all program deployment to vendors.
- Respondents were primarily directors or senior directors of medical education functions, with some managers. Insights were drawn from leaders across various roles and geographies.
Emerging Medical Education Trends in the Medical Device Industry: Benchmarks ...Best Practices
Medical education programs play an important role in informing health care professionals about the safe and effective use of medical devices.
To probe emerging medical education trends in the device sector, Best Practices, LLC undertook benchmarking research. In particular, this study provides benchmarks on the proper size, structure, funding channels, staffing and investment for medical education groups.
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Delays in the launch and execution of critical market research projects can slow down the decision-making process, resulting in missed opportunities and increased costs. Therefore, it is absolutely critical for bio-pharmaceutical companies to develop a tactical approach to expedite the market research approval process for quicker and more meaningful insights.
According to recent research by Best Practices, LLC, nearly three-quarters of the benchmarked study participants use review cycle time as a metric for determining if the market research approval process is functioning at an acceptable level. One tip that participants gave on how to control processes and to ensure high performance is to create checklists. Begin with checklists in pinch points that are most problematic, and then extend to entire process and operations. This report will help leaders to gain critical insights they need to compete successfully in a fast-changing market.
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Benchmarking Professional Medical Education Excellence StructuresBest Practices
This document summarizes a benchmarking study conducted by Best Practices, LLC on medical education structures, resources, and activities at large biopharmaceutical companies. Key findings include:
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- Staffing is concentrated in North America, with an average of 5 FTEs and $3.23 million budget per FTE. Companies support an average of 170 CME and 98 non-CME programs annually.
Given the stringent regulatory requirements in the health care industry, it is important for bio-pharmal companies to develop innovative Risk Evaluation and Mitigation Strategies (REMS) plans during the commercialization of certain products to ensure an acceptable risk-to-benefit ratio.
This benchmark study published by Best Practices, LLC examines how companies develop and execute successful Risk Evaluation and Mitigation Strategies (REMS) plans for newly-approved drugs in the U.S. market. This study can help bio-pharma companies in creating successful REMS programs.
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Bio-Pharma companies can no longer afford to rely solely on past experiences when budgeting for a new product launch in today's fast-changing, highly competitive market. This comprehensive benchmark study by Best Practices, LLC investigates current costs as well as budget and staffing allocations required for a successful drug launch.
This study can help bio-pharma leaders to develop competitive launch and pre-launch activity budgets to ensure successful U.S. market entry for new products.
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Driving Performance Excellence in the Regulatory Affairs Function at Medical ...Best Practices
This document summarizes research from a benchmarking study of regulatory affairs practices at 32 leading medical device companies. Key findings include:
- Regulatory affairs structures are most commonly centralized, though some utilize decentralized or hybrid models. Larger companies tend towards more decentralized structures.
- Portfolio complexity, defined as the ratio of class III products, influences but does not solely determine staffing needs.
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Libraries are custodians of invaluable information. The study - Library Services Benchmarks 2016: Corporate Library Services in the Pharmaceutical Industry published by Best Practices, LLC examines the trends and staffing benchmarks such as library staff per potential and actual users across companies providing access to library services across the bio-pharmaceutical space.
This study looks into staff with formal education level and the number of staff inside and outside the library who provide library services. This study can be used by bio-pharmaceutical companies to improve upon existing library services and staffing.
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Effective Launch Training Practices for District Sales Managers: Optimize Per...Best Practices
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Best Practices in Creating Global Brand for New Products and Ensuring Alignme...Best Practices
In order to develop an effective global branding program for new bio-pharmaceutical products, it is important to ensure brand consistency across all functions and geographies.
Best Practices, LLC undertook research to gather benchmarks on key aspects of the global branding process, including activities, timing, positioning, key message development, regional alignment, agency utilization & cost and the tradename process.
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Benchmarking Advisory Board Management at Mid-Sized Pharmaceutical & Medical ...Best Practices
The document provides a summary of research conducted on benchmarking advisory board management practices at mid-sized pharmaceutical and medical device organizations. Key findings from surveying 35 executives at 29 companies include that mid-sized companies have more advisory board participants on average compared to other companies, prefer national participants for clinical advisory boards, and face challenges in selecting appropriate advisory board members and managing advisory boards. The research was conducted to identify best practices for advisory board structure, selection of participants, operations, costs, and challenges.
This presentation gives an insight into the membership benefits of Best Practices, LLC’s Medical Affairs Consortium. It also highlights some of the key benchmarks and best practices that emerged from Medical Affairs Consortium.
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Benchmarking Advisory Board Management At Large Pharmaceutical And Medical De...Best Practices
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This document provides a summary of research on developing high-impact communication forms to brief senior leaders on competitive assessments and clinical development summaries. It describes the research methodology, which included surveys and interviews with leaders from 27 bio-pharma companies. Key findings include that executive briefs should be concise (5 pages or less), include general market insights as well as competitor insights, and be created for both new and existing products. Important elements to include are the condition treated, compound name, revenue projections, and probability of success. The document provides templates and recommendations for crafting impactful competitive landscape assessments and clinical development summaries.
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This document summarizes the results of a benchmarking analysis that assessed the operational performance of managed markets functions at small and mid-sized pharmaceutical companies. The analysis found that on average these companies dedicate 55% of staff time to account management. It also found that companies feel they could operate with leaner structures, as the perceived ideal ratio of account managers to area directors is lower than current ratios. Additionally, the analysis showed that while account manager compensation is tied 50-50 to MBO and sales plan attainment, area directors compensation weighting shifts more to MBO at 60-40.
Optimizing the Managed Markets Function: Roles, Structures, Resources and Act...
SM 185A Patient Advocacy
1. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
Best Practices in Working with Patient
Advocacy Groups: Building Effective
Relationships
PROJECT BACKGROUND Benchmarking Report
at-a-Glance
Many find the United States healthcare system difficult to navigate. This
challenge is only magnified for patients suffering from a serious or socially Featured Study Participants
sensitive illness. For patients facing the U.S. healthcare labyrinth, • Abbott Labs
advocacy groups are vital. These provide easy access to education about • Amgen
patients’ conditions when considering treatment options with doctors. In • Bayer
• Bristol-Myers Squibb
addition to working with patients, advocates can help to educate the family
• Daiichi Sankyo
of a patient on his or her medical condition, enabling better support for the • Genentech
patient throughout the illness. Finally, patient advocacy services extend • Genzyme
• GlaxoSmithKline
even into direct care administration matters, where advocates sort and
• Johnson & Johnson
monitor medical bills and manage negotiating fees with a patient’s • Novartis
provider or insurance company. • Solvay
• Takeda
More broadly, patient and professional advocacy groups play a crucial role
in educating the marketplace on new medicines and treatments.
Information Types
Collaboration between bio-pharmaceutical organizations and advocacy • 8 Information Graphics
• 21 Data Graphics
groups offers the opportunity for a win-win partnership: advocacy groups
• 295 Metrics
receive support for programs and services and the industry benefits from • 17 Executive Narratives
the market exposure and, potentially, more sales. • 14 Best Practices Spotlights
Esteemed for their dedication to improving health and providing access to Industry Analysis
relevant information, patient advocacy groups are uniquely positioned to This research was based on benchmark
inform and educate consumers who typically view them as objective and survey data and executive interviews of
58 participants from 43 pharmaceutical,
trustworthy third parties. As this research will emphasize, the relationship biotechnology, and medical device
between patients and advocacy groups assumes an especially important companies. Approximately half of the
role with respect to socially sensitive conditions and treatment options. benchmark class consisted of executives
representing top 50 bio-pharmaceutical
companies.
This benchmarking study identifies effective practices for bio-
pharmaceutical organizations seeking to better collaborate and manage Report Length
72 Pages
Copyright Best Practices, LLC (919) 403-0251
2. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
relationships with key patient advocacy groups. Our research also examines ideal structures and skill sets for
interacting with advocacy groups and highlights emerging trends and challenges in patient advocacy.
Key report objectives include:
• Understanding the advocacy landscape
• Identifying effective practices for working with potentially hostile patient advocacy groups
• Identifying advocacy structures that work best
• Employing advocacy tools for optimal effectiveness
• Understanding the critical competencies of advocacy professionals
• Advocacy lessons learned from socially sensitive or stigmatized disease areas
• Profiling advocacy group experience and expertise
This report features key benchmark metrics, executive insights and recommendations that can be used to map a
path to future success in working with patient advocacy groups. The report additionally provides insight into how
to work with patient advocacy groups regarding socially sensitive medical conditions.
STUDY METHODOLOGY
Best Practices, LLC employed a two-pronged approach to this research: All benchmark partners participated in a
customized quantitative survey, while selected participants contributed their qualitative thoughts, observations and
narratives in detailed interviews. This performance benchmarking study probes best practices in working with
patient advocacy groups and dealing with socially sensitive conditions.
Insights are drawn from survey responses from a total of 58 research participants at 43 pharmaceutical,
biotechnology, and medical device companies. More than a dozen in-depth interviews were conducted to gather
more detailed information pertinent to this study. Approximately half of the benchmark class (28 participants)
consisted of executives representing top 50 bio-pharmaceutical companies.
REPORT STRUCTURE AND ORGANIZATION
The project findings are organized into an executive summary, a series of topical chapters, and an appendix.
Following is a description of each section:
• Executive summary: Explains the survey methodology, identifies participating companies and reports
key findings.
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3. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
• Topical chapters: Chapter topics include Understanding the Advocacy Landscape; Managing
Advocacy Relationships; Advocacy Communication Practices; Structuring High-Performance Bio-
Pharmaceutical Advocacy Groups; Critical Competencies for Advocacy Liaisons; Using Tools and
Tactics to Successfully Manage Advocacy Relationships; Current Trends and Future Directions in
Patient Advocacy; and Lessons Learned, Pitfalls and Successes.
SAMPLE FINDINGS
Among the findings that emerged from this research are the following:
• Mapping The Advocacy Landscape To Know Where To Start:
o Assess the landscape of advocacy and community interest groups to understand the broad
spectrum of players, special interests other potential sources of collaboration. Different
groups may prove more valuable collaborators at each stage of a product or disease lifecycle.
Some groups will be friendly; some groups may prove hostile. Creating a “topographical”
advocacy map is useful to strategic advocacy planning.
• Relationship Management Approaches That Work:
o Use key opinion leaders with advocacy relationships to help make introductions and provide
insights into an advocacy group’s needs and objectives. A useful relationship-building tactic is
to invite external advocacy group leaders to address a product team or franchise leadership group
to articulate the advocacy group’s priorities, goals or concerns.
• Managing Relationships With Hostile Groups: How to Avoid Making Enemies:
o Develop a structured approach to understanding, engaging and managing hostile special
interest groups. Pharmaceutical advocacy teams need dedicated staff, clear roles and
responsibilities, and field support to monitor and manage hostile groups and their activities.
• Building Infrastructures for Fast and Effective Response:
o Develop an expertise structure to support rapid response to external special interest groups
– both positive and negative – to allow immediate resolution of issues and support
intelligence gathering. Create a communications infrastructure for rapid response. Deputize
communications leaders for hostile interactions, and centralize information management and
response protocols. Stay informed through rapid global updates on hostile group activities.
Copyright Best Practices, LLC (919) 403-0251
4. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
• Effective Approaches To Communicating and Educating Patient Advocacy Groups:
o Employ simple tools to communicate complex ideas on the disease area to general audiences.
“New Yorker-styled” cartoons, for example, have succeeded as non-threatening communication
devices that remove the stigma from talking about treatment.
• Structuring High-Performance Pharmaceutical Advocacy Groups:
o Hybrid pharmaceutical advocacy structures are most common. Internal pharmaceutical
advocacy organizations are evenly distributed across brand-focused groups, centralized groups,
therapeutically focused groups and others with a mix of brand and therapeutic elements.
• Assessing the Best Tools To Manage Advocacy Relationships:
o Patient advocacy can be effective throughout the product lifecycle, but seems to have the
greatest effect during launch periods. Different program types have greatest impact at different
lifecycle stages. Thought leader programs, provider education, patient counseling, therapy
education, and reimbursement information at various stages all received high impact ratings from
80% or more of the research participants.
• Innovative New Technologies For Patient Education:
o Online technologies such as video, social networks, and Internet tools create new channels
and greater opportunity for internal and external advocacy groups to educate patients. Field
research and website reviews reveal that videos and other multimedia formats are seen as the most
effective new technology tools for both disease state and therapy education. Most respondents
saw value in all the tools companies commonly use to educate the public on either disorders or
therapies that carry some social stigma.
DATA SECTION EXCERPTS
Structuring High-Performance Bio-Pharmaceutical Advocacy Groups (an Excerpt)
Relationships with patient advocacy groups and professional organizations contribute to product awareness, rapid
market uptake and the continued success of the product. Consequently, companies must learn the structure,
coordination mechanisms and tactics that lead to successful, long-term relationships. However, despite progress
in this area, most companies still find it difficult to establish effective procedures that enable advocacy groups to
easily find and connect with a company’s internal advocacy team.
Copyright Best Practices, LLC (919) 403-0251
5. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
Different types of advocacy structures are evenly distributed among benchmark partners. Companies reported
brand-focused groups, centralized groups, therapeutically focused groups or groups with a mix of brand and
therapeutic elements. Benchmark partners suggest that this is an area for refinement and improvement.
Hybrid Bio-pharma Advocacy Structures Are
Most Common
How would you describe the structure of your company’s patient advocacy function?
Brand-oriented 19.3%
Centralized 19.3%
Therapeutic-
26.3%
Area
Hybrid 29.8%
Other: (please
5.3%
describe)
n=57
Sample Figure: Hybrid Bio-pharma Advocacy Structures Are Most Common
A majority of benchmark respondents believed their company’s current structure was suitable. At the same time,
many perceive an opportunity to improve structures. Recommendations tended to favor centralized structures
capable of leveraging investment, learning and standards of excellence throughout the function.
“Advocacy should be Said one director: “An optimal structure will be not related to therapeutic or brand
centralized to allow for management, but fully centralized and empowered to manage relations with
leverage across the
portfolio.” brands function.”
– VP, Publication Services
Copyright Best Practices, LLC (919) 403-0251
6. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
Minimizing Special Interest Group Opposition (Sample Best Practice)
Respect special interest groups’ positions, but strive to articulate the broader issues and
approaches to the condition/therapy.
In all advocacy interactions, dialogue should address but then aim to move beyond the strict science behind a
particular therapy. It is important, especially when addressing socially sensitive health issues and conditions, that
your dialogue establish an atmosphere of compassion and respect
“So if you’re reaching out to the
around these issues with constituencies of different race, gender, and religious community and you’re
other traits. trying to engage some of those
organizations, well, abstinence
is going to have to be a heavy
One vice president advised that, “For sexual health issues, there piece of that. But you can find a
needs to be a balanced conversation with special interest groups – in way of also having a broader
conversation around sexual
particular with faith-based organizations – that recognizes and health in that context. You just
respects the group’s perspective but also makes them aware of have to be clear that this is how
you’re going to attempt to reach
broader issues and approaches.” that particular community with
these messages and this is what
Bridging the kind of therapy messages that a company wants to will work with them.”
– Assistant VP, Alliance Development
project with what will resonate in, say, a religious community is
critical; connecting on this ground will help reduce adverse reaction from many faith-based communities.
In a Washington Post article, Merck Vice President Mark Feinberg defended the vaccine Gardasil against claims
that it sabotaged the faith-based promotion of abstinence: “It is not our intention in any way, shape, or form to
promote our vaccine as a substitute for any other prevention approach, be it abstinence or screening. If you really
want to have cervical cancer rates fall as much as possible as quickly as possible, then you want as many people to
get vaccinated as possible.”
Two specific approaches – “aligning objectives” and “focusing on science” – were cited by more than a third of
research participants as the most effective for managing opposition from special interest groups. Benchmark
partners also listed “honesty” and “transparency” as critical success factors in working with patient advocacy
groups.
Copyright Best Practices, LLC (919) 403-0251
7. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
Best Approaches To Minimize Special-Interest
Opposition
What strategy or tactics do you find most effective in minimizing opposition from Patient
Advocacy or other Special Interest Groups against a therapy that could be considered
controversial?
“Open, honest discussion of both the intellectual and
“Open, honest discussion of both the intellectual and
Other
10% emotional sides of the issues ––intellectuualthrough
emotional sides of the issues intellect al through
data discussion and emotional throug seeking
data discussion and emotional throughhseeking aa
common ground of understanding and, through that,
common ground of understanding and, through that,
Alignment of Transparency
Objectives 13% developing aajoint plan of action.” ––VP, Global
developing joint plan of action.” VP, Global
37%
Professional Affairs
Professional Affairs
“Early engagement in the research aand
“Early engagement in the research nd
development stage. Get them grounde in the
development stage. Get them groundeddin the
science and comfortable with the larger ppublichealth
science and comfortable with the larger ublic health
benefit.”
benefit.”
––Assistant VP, Alliance Development
Assistant VP, Alliance Development
Focus on
Establishing Trust
7%
Science/Outcomes “They want aapartnership. ItItis up to theeccompanyto
“They want partnership. is up to th ompany to
33% communicate the therapy options and listen to the
communicate the therapy options and listen to the
potential opposition in aapositive way; thhecompany
potential opposition in positive way; t e company
needs to understand the opposing view.” ––
needs to understand the opposing view.”
Director, Strategic Planning
Director, Strategic Planning
n=30
Figure 2.4: Best Approaches to Minimize Special Interest Opposition
To forestall possible opposition from certain special interest groups, respondents recommended seeking the
moderate voice within a group – “the one person who trusts you,” as one respondent put it – and develop a
relationship from that starting point.
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8. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
TABLE OF CONTENTS
Tables and Figures.......................................................................................... …3
Executive Summary ....................................................................................... ….5
Introduction ......................................................................................................5
Research Approach .........................................................................................6
Participant Demographics................................................................................6
Report Structure and Organization ..................................................................8
Key Findings ....................................................................................................9
Understanding the Advocacy Landscape .......................................................13
Utilize tools such as advisory boards and mapping to find points of common
interest with advocacy groups ..................................................................14
Respect special interest groups’ positions, but strive to articulate the broader
issues and approaches to the condition/therapy.......................................17
For sexual health therapies, use supportive advocacy groups to educate and
publicize the impact on the patient population ..........................................19
Build coalitions that create a unified voice in the advocacy world and leverage
educational resource investments ............................................................20
Managing Advocacy Relationships .................................................................22
Meet in person with advocacy group leaders in order to establish personal
rapport and move beyond divisive issues........................................ …….22
Develop and use diverse internal advisory boards to guide the company 23
Segment populations reach patients through the most effective use of group and
peer-to-peer advocacy..............................................................................24
Managing Advocacy Relationships with Hostile Groups .........................27
Develop a structured approach for managing relationships to deal quickly and
effectively with attacks from hostile advocacy or special interest groups .27
Using Thought Leaders...............................................................................29
Make Key Opinion Leaders a resource to advocacy groups to support the
education of key target populations ..........................................................29
Transparency in Interactions Helps to Build Trust ...................................31
Advocacy Communication Practices ..............................................................34
Use science and humanity as the entry points to reach out to groups......34
Develop a rapid response team to manage advocacy issues...................34
Employ simple tools to communicate complex ideas on treatments to general
audiences .................................................................................................35
Structuring High-Performance Bio-Pharmaceutical Advocacy Groups .......39
Critical Competencies for Advocacy Liaisons ...............................................45
Communicate performance publically to affirm patient commitment ........ 48
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9. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
Using Tools and Tactics to Successfully Manage Advocacy Relationships….
............................................................................................................................52
Utilize new technologies to create new channels and opportunities for educating
patient groups...........................................................................................58
Advocacy and Patient Launch ....................................................................62
Current Trends and Future Directions in Patient Advocacy .........................65
Lessons Learned, Pitfalls and Successes ......................................................69
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10. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
TABLES AND FIGURES
Figure 1.1: Participating Companies................................................................................................ 6
Figure 1.2: Participant Job Titles ..................................................................................................... 7
Figure 1.3: Benchmark Partners’ Experience .................................................................................. 8
Figure 2.1: Bio-pharma Advocacy Is a Structured, Dynamic Process........................................... 13
Figure 2.2: Map the Advocacy Landscape to Know Where to Start.............................................. 14
Figure 2.3: Find Common Ground to Build Patient Advocacy Partnerships................................. 16
Figure 2.4: Best Approaches to Minimize Special Interest Opposition......................................... 18
Figure 2.5: Minimizing Special Interest Opposition...................................................................... 19
Figure 2.6: Advocacy May Create Collaboration Opportunities Among Competitors.................. 20
Figure 3.1: Advisory Board Objectives ......................................................................................... 24
Figure 3.2: Serve Multiple Age Groups That All Suffer from Chronic Diseases .......................... 25
Figure 3.3: Forge Advocacy Coaltions to Create Unified Messages ............................................. 26
Figure 3.4: Understand the Full Range of Advocacy Group Impact ............................................. 27
Figure 3.5: Develop a Structured Approach for Managing Special Interest Groups ..................... 28
Figure 3.6: Avoid Reaching Out to Groups Whose Goals Do Not Align with the Company’s..... 30
Figure 3.7: Most Effective Education Approaches for Controversial Conditions ......................... 32
Figure 3.8: Top Collaboration Issues When Working with Socially Sensitive Diseases............... 33
Figure 4.1: Employ Simple Tools to Communicate Complex Ideas ............................................. 36
Figure 4.2: Advocacy Groups Can Extend Their Reach through Celebrity Spokespeople ........... 37
Figure 4.3: Unbranded Websites Offer Safe Harbor for Education in Living with a Condition ... 38
Figure 5.1: Hybrid Bio-pharma Advocacy Structures Are Most Common ................................... 39
Figure 5.2: A Majority Are Satisfied with Their Structure............................................................ 40
Figure 5.3: Voices From the Field – Leveraging Resources.......................................................... 41
Figure 5.4: Connecting External Advocacy Groups with Internal Advisory Staff ........................ 42
Figure 5.5: Connecting Internal and External Advocacy Groups Is Often an Imperfect
Process……………………………………………………………………………………………43
Figure 5.6: Measuring Advocacy Effectiveness Is Informal at Most Organizations ..................... 44
Figure 6.1: Advocacy Excellence Involves Diplomacy Skills....................................................... 45
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11. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
Figure 6.2: Bio-pharma Advocacy Staffing Is Highly Specialized................................................ 47
Figure 6.3: Advocacy Specialists Are Experienced Both in Industry and Function...................... 48
Figure 6.4: Communicate Performance Publically ........................................................................ 49
Figure 6.5: Advocacy Skills Is a Part of Coporate Responsibility................................................. 50
Figure 6.6: Practice What You Preach........................................................................................... 51
Figure 7.1: Effective Approaches to Coordinating with Patient Advocacy Groups ...................... 52
Figure 7.2: Effective Approaches for Setting Objectives with Advocacy Groups ........................ 53
Figure 7.3: Patient Advoacy Is Effective Throughout the Product Lifecycle ................................ 54
Figure 7.4: Thought Leader Programs, Patient Counseling and Provider Education Have Greatest Impact
....................................................................................................................................................... 55
Figure 7.5: Effective Approaches for Seeding Early Advocacy Relationships ............................. 56
Figure 7.6: Experiential Marketing: Overactive Bladder............................................................... 57
Figure 7.7: Create Useful Tools to Engage and Educate Patients in Their Treatment .................. 58
Figure 7.8: New Technologies Offer New Ways to Reach Patients .............................................. 59
Figure 7.9: Use New Technologies and Social Media to Engage Others in the Advocacy Cause…..
....................................................................................................................................................... 60
Figure 7.10: Online Media Technologies Offer New Ways to Engage Patients in Treatment Management
....................................................................................................................................................... 61
Figure 7.11: Use “Opt-in” Internet Techniques to Find and Serve Unique Patient Segments....... 62
Figure 7.12: Effective Sponsorship Approaches for Early Stage .................................................. 63
Figure 7.13: Engage Patient Advocacy Groups to Support Patient-Focuesed Therapy Development
....................................................................................................................................................... 64
Figure 8.1: Current Issues Challenging Patient Advocacy ............................................................ 65
Figure 8.2: Patient Advocacy Market Issues ................................................................................. 66
Figure 8.3: Three-Year Advocacy Issues....................................................................................... 67
Figure 8.4: Three-Year Advocacy Issues, Qualitative ................................................................... 68
Figure 9.1: Patient Advocacy “Painful” Lessons........................................................................... 69
Figure 9.2: Patient Advocacy “Painful” Lessons, Qualitative ....................................................... 70
Figure 9.3: Patient Advocacy Success Stories ............................................................................... 71
Figure 9.4: Future-Facing Issues Challenging Advocacy .............................................................. 72
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12. Report Summary: Best Practices in Working with Patient Advocacy Groups: Building Effective Relationships
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(919) 403-0144
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bestpractices@best-in-
class.com
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MAIL
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Best Practices, LLC
6350 Quadrangle Drive
Phone Fax
Suite 200
Chapel Hill, NC 27517
Email
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