This document discusses how pharmaceutical companies can improve the efficiency and effectiveness of their medical, legal, and regulatory (MLR) review process for promotional materials. It recommends that companies define key performance indicators (KPIs) to track the progress of materials through the review stages and identify bottlenecks. Analytics can be used to analyze historical review data and monitor KPIs over time to optimize the process, reduce review times, and ensure compliance.
Pharma Marketing Digital Trends to Watch in 2020. A closer look at some of the future directions that Pharma Marketing need in 2020 to arm themselves for in full readiness for the next 12 Months
The basics of launching a pharmaceutical drug-
Based on studies done on the practices of 13 top pharmaceutical companies in the world.
For more, write to info@markivmedical.com
A summary of macro level trends and issues that are driving the need for enhanced digital marketing and service delivery in the Pharma/Healthcare industry. Included are case studies presented at the recent ePharm Summit in NYC.
FDA Regulation of Promotion & Advertising -- Part 1: The BasicsMichael Swit
Presentation to the Compliance Online 2-day course on Ensuring Compliance with FDA Requirements for the Promotion & Advertising of Drugs and Medical Devices, March 22, 2018
Pharma Marketing Digital Trends to Watch in 2020. A closer look at some of the future directions that Pharma Marketing need in 2020 to arm themselves for in full readiness for the next 12 Months
The basics of launching a pharmaceutical drug-
Based on studies done on the practices of 13 top pharmaceutical companies in the world.
For more, write to info@markivmedical.com
A summary of macro level trends and issues that are driving the need for enhanced digital marketing and service delivery in the Pharma/Healthcare industry. Included are case studies presented at the recent ePharm Summit in NYC.
FDA Regulation of Promotion & Advertising -- Part 1: The BasicsMichael Swit
Presentation to the Compliance Online 2-day course on Ensuring Compliance with FDA Requirements for the Promotion & Advertising of Drugs and Medical Devices, March 22, 2018
There are many areas to focus on when taking steps towards improving clinical trial operations. This presentation focuses on 4 areas: Patient Enrollment, Study Start-up, Monitoring, and Project Management.
Digital Pharma: Evolution and Revolution in Marketing & SalesLen Starnes
A review for non-pharma audiences of evolutionary and revolutionary changes in pharma marketing and sales since the mid 90s. Presented at ENG's Effective Web Marketing and Search Engine Marketing conference, Brussels, November, 2007.
Description of the ELITE Program based on four pillers: 1. the prescriber insight - 2. the brand preference mix - 3. the the high impact interactions - 4. Job passion
MedDRA - the Medical Dictionary for Regulatory Activities - is a medical terminology used to classify adverse event information associated with the use of biopharmaceuticals and other medical products (e.g., medical devices and vaccines). Coding these data to a standard set of MedDRA terms allows health authorities and the biopharmaceutical industry to more readily exchange and analyze data related to the safe use of medical products.
Lifecycle Management in the Pharmaceutical IndustryAnthony Russell
Presented to students in the Drug Development and Product Management program at UC San Diego. Covers the rationale for lifecycle management is important. Includes case studies of successful implementation of lifecycle management. Presentation date: 2/5/2019.
Ensuring Profitable ROI in Pharma Marketing (mini)Eularis
The Pharmaceutical environment is turbulent and, as a result, what used to work to create industry-wide growth of 20% no longer does. The profit generated from brands is in decline as market growth slows in the major Pharmaceutical markets and this inevitably leads to marketing budget cuts.
The only way for a brand to grow effectively - and cost-effectively - is to improve the bottom line effectiveness of each marketing spend. Pharmaceutical marketers are under even more pressure to get more ‘bang for their buck’ from their marketing spend and be able to justify it.
This in-depth report answers the questions that Pharmaceutical marketing directors are asking:
* How do we successfully measure our individual marketing activities’ bottom line return, and prove it to the CFO?
* How do we prove exactly which marketing components are really growing our bottom line
* How do we know what aspects need to be changed, and how, to grow the bottom line by a specific amount
This report explains the different methods being used such as ROI, promotional response models, econometrics and predictive algorithms and the pros and cons of the different approaches.
There are step-by-step guidelines on successfully implementing these approaches for real and measurable results and numerous case studies of actual Pharma brands who have successfully navigated these waters. Consideration is given to what they did to measure and improve - and prove - bottom line return.
There are step-by-step guidelines on successfully implementing these approaches for real and measurable results and numerous case studies of actual Pharma brands who have successfully navigated these waters. Consideration is given to what they did to measure and improve - and prove - bottom line return.
The report will help Pharmaceutical marketers navigate and understand marketing analytics and develop skills to harness competitive advantage.
This report will focus on:
* The practical skills every marketer needs for measuring the effectiveness of their marketing
* Which tools and best practices really make a difference
* The measurement principles that drive successful marketing measurement
* How to propel strategy, growth, and bottom line return
* Case studies in measurement of sales force return, eDetailing return, compliance/adherence programs, CME speaker programs, advertising campaigns, PR campaigns, CRM implementation return, and much more
* Key points of relevance in these case studies
* New ideas you can apply to your area of marketing responsibility – be it sales force, advertising, eDetailing, CME, CRM, PR or any other related field.
Analysis of the global pharmaceutical market (2017 - 2023) and of the pharma companies strategic options. Proposition of concepts, methods and tools to craft corporate, business and operational strategies
Transforming Pharmacovigilance Workflows with AI & Automation Perficient, Inc.
Medical information call centers have an opportunity to transform the way they capture, code, and analyze adverse events (AEs) and product quality complaints (PQCs) with artificial intelligence (AI) and automation.
The use of such innovative technology improves data quality and consistency, compliance, and operational efficiency. It helps reduce the frequency of your pharmacovigilance (PV) operations resources going home, saying, “I have more to do at the end of the day than I did when I started."
Our one-hour, on-demand webinar shows you how you can use AI and automation to turbo-charge your end-to-end PV system. Use cases and demonstrations will include:
Analyzing safety data
Auto-coding verbatim terms to official medical dictionary terms
Auto-creating an AE case in your database
Converting speech to text
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PhillyCooke eCTD Submissions for Ad-PromoDale Cooke
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this is just powerpoint of the report on a pharma company this was to present in the class and for the ease to understand the research of principle of marketing in institute of business management IoBM
New Product Planning in the Pharmaceutical IndustryAnthony Russell
Lecture presented in the Competitive Intelligence and Pricing course as part of the University of Southern California Master of Science in Healthcare Decision Analysis program. Presented on June 14, 2020 at USC via Zoom. The lectures gives an overview of what new product planning is in the pharmaceutical industry, what tools are used during new product evaluations, and the key elements of a new product business case. The lecture includes a couple of case studies to be worked on by the class.
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Explore the impact of digital transformation on the life sciences industry and what it will take to transform an industry value chain in need of drastic modernization. http://cogniz.at/TWAls
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There are many areas to focus on when taking steps towards improving clinical trial operations. This presentation focuses on 4 areas: Patient Enrollment, Study Start-up, Monitoring, and Project Management.
Digital Pharma: Evolution and Revolution in Marketing & SalesLen Starnes
A review for non-pharma audiences of evolutionary and revolutionary changes in pharma marketing and sales since the mid 90s. Presented at ENG's Effective Web Marketing and Search Engine Marketing conference, Brussels, November, 2007.
Description of the ELITE Program based on four pillers: 1. the prescriber insight - 2. the brand preference mix - 3. the the high impact interactions - 4. Job passion
MedDRA - the Medical Dictionary for Regulatory Activities - is a medical terminology used to classify adverse event information associated with the use of biopharmaceuticals and other medical products (e.g., medical devices and vaccines). Coding these data to a standard set of MedDRA terms allows health authorities and the biopharmaceutical industry to more readily exchange and analyze data related to the safe use of medical products.
Lifecycle Management in the Pharmaceutical IndustryAnthony Russell
Presented to students in the Drug Development and Product Management program at UC San Diego. Covers the rationale for lifecycle management is important. Includes case studies of successful implementation of lifecycle management. Presentation date: 2/5/2019.
Ensuring Profitable ROI in Pharma Marketing (mini)Eularis
The Pharmaceutical environment is turbulent and, as a result, what used to work to create industry-wide growth of 20% no longer does. The profit generated from brands is in decline as market growth slows in the major Pharmaceutical markets and this inevitably leads to marketing budget cuts.
The only way for a brand to grow effectively - and cost-effectively - is to improve the bottom line effectiveness of each marketing spend. Pharmaceutical marketers are under even more pressure to get more ‘bang for their buck’ from their marketing spend and be able to justify it.
This in-depth report answers the questions that Pharmaceutical marketing directors are asking:
* How do we successfully measure our individual marketing activities’ bottom line return, and prove it to the CFO?
* How do we prove exactly which marketing components are really growing our bottom line
* How do we know what aspects need to be changed, and how, to grow the bottom line by a specific amount
This report explains the different methods being used such as ROI, promotional response models, econometrics and predictive algorithms and the pros and cons of the different approaches.
There are step-by-step guidelines on successfully implementing these approaches for real and measurable results and numerous case studies of actual Pharma brands who have successfully navigated these waters. Consideration is given to what they did to measure and improve - and prove - bottom line return.
There are step-by-step guidelines on successfully implementing these approaches for real and measurable results and numerous case studies of actual Pharma brands who have successfully navigated these waters. Consideration is given to what they did to measure and improve - and prove - bottom line return.
The report will help Pharmaceutical marketers navigate and understand marketing analytics and develop skills to harness competitive advantage.
This report will focus on:
* The practical skills every marketer needs for measuring the effectiveness of their marketing
* Which tools and best practices really make a difference
* The measurement principles that drive successful marketing measurement
* How to propel strategy, growth, and bottom line return
* Case studies in measurement of sales force return, eDetailing return, compliance/adherence programs, CME speaker programs, advertising campaigns, PR campaigns, CRM implementation return, and much more
* Key points of relevance in these case studies
* New ideas you can apply to your area of marketing responsibility – be it sales force, advertising, eDetailing, CME, CRM, PR or any other related field.
Analysis of the global pharmaceutical market (2017 - 2023) and of the pharma companies strategic options. Proposition of concepts, methods and tools to craft corporate, business and operational strategies
Transforming Pharmacovigilance Workflows with AI & Automation Perficient, Inc.
Medical information call centers have an opportunity to transform the way they capture, code, and analyze adverse events (AEs) and product quality complaints (PQCs) with artificial intelligence (AI) and automation.
The use of such innovative technology improves data quality and consistency, compliance, and operational efficiency. It helps reduce the frequency of your pharmacovigilance (PV) operations resources going home, saying, “I have more to do at the end of the day than I did when I started."
Our one-hour, on-demand webinar shows you how you can use AI and automation to turbo-charge your end-to-end PV system. Use cases and demonstrations will include:
Analyzing safety data
Auto-coding verbatim terms to official medical dictionary terms
Auto-creating an AE case in your database
Converting speech to text
Description of the Brand Booster Program which includes three innovative marketing approaches: the Brand Preference Mix to increase market share - the Behavioral Prescriber Segmentation to increase the efficiency of field forces and the Individual Prescriber Plan to fine tune the marketing mix
Equity research presentation and investment pitch on the viability of Invitae Corporation as a potential company to include in our portfolio. Analyzed the business model, strategic outlook, and competitive positioning of Invitae Corporation within the pre-natal genetic diagnostic testing industry. Includes DCF valuation of Invitae Corporation. My partner and I rated Invitae Corporation as a strong buy.
PhillyCooke eCTD Submissions for Ad-PromoDale Cooke
This presentation was initially delivered at the NJ/NY RAPS chapter on November 19, 2015. It reviews the FDA guidance on providing ad-promo submissions in electronic and print formats, explains the complex nature of the guidance and its scope, and includes the latest from FDA on how the guidance is being implemented.
this is just powerpoint of the report on a pharma company this was to present in the class and for the ease to understand the research of principle of marketing in institute of business management IoBM
New Product Planning in the Pharmaceutical IndustryAnthony Russell
Lecture presented in the Competitive Intelligence and Pricing course as part of the University of Southern California Master of Science in Healthcare Decision Analysis program. Presented on June 14, 2020 at USC via Zoom. The lectures gives an overview of what new product planning is in the pharmaceutical industry, what tools are used during new product evaluations, and the key elements of a new product business case. The lecture includes a couple of case studies to be worked on by the class.
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Ubiquiti UBNT provides Network quality and cheap products from the United States. It was founded in 2005 to market several models including Broadband Products like Group AIRMAX, Edge Max, AirFiber, AirVision, Unifi, Mfi.
Visit:- http://www.ubiquiti.asia/
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Taking Control of the MLR Review Process
1. Taking Control of the
MLR Review Process
In today’s increasingly automated, hyper-
connected world, pharmaceuticals
companies must ensure that medical, legal
and regulatory reviews are accurate, efficient,
and risk-averse.
Cognizant 20-20 Insights | March 2017
COGNIZANT 20-20 INSIGHTS
2. EXECUTIVE SUMMARY
Pharmaceuticals and biotech companies routinely undergo medical, legal, and regulatory
(MLR) review to ensure that their products’ claims, promotions, and training programs are
medically accurate and in compliance with Federal Drug Administration (FDA) standards
and other regulations.
This typically requires enterprises to establish promotional review committees (PRC)
made up of cross-functional teams comprising medical, legal and regulatory experts.
Understandably, PRCs must be extremely knowledgeable and precise; otherwise, drug
companies run the risk of receiving warning letters from the FDA. The MLR process requires
project managers to work closely with reviewers and key stakeholders — from marketing
and advertising agencies to corporate leadership — to ensure that everyone’s voice is
heard. Simultaneously, marketing managers must get their products to market in a timely
manner and avoid delays that can negatively affect financial performance.
Promotional materials target either consumers or healthcare professionals, and are
distributed across various types of media, including print (brochures, posters, banner ads,
flashcards, etc.) and digital (websites, mobile apps, TV commercials, interactive e-mails/
PDFs, etc.).
This white paper explores the different phases of the MLR process and how analytics can be
applied to answer key questions project/brand managers face, such as:
• How much time does it take for promotional material to reach consumers?
• What percentage of these materials is used versus the volume produced?
• What are the process bottlenecks that hold up the distribution of these materials?
• What KPIs should be monitored to help project managers track the material throughout
the process (e.g., at what stage is it stuck in the pipeline? What are the reasons behind
the delay?).
2Taking Control of the MLR Review Process |
Cognizant 20-20 Insights
3. 3Taking Control of the MLR Review Process |
Cognizant 20-20 Insights
PROMOTIONAL MATERIAL
REVIEW
The review process for promotional material
typically starts with strategic planning —
progressing through multiple stages over time.
Figure 1 depicts the three broad phases
(upstream, midstream, and downstream)
of promotional material development and
dissemination.
Upstream Phase
This phase starts with strategic discussions
between marketing and leadership teams to
review the market, the brand, and the proposed
product portfolio, then moves to brand
positioning and tactical planning. Once this stage
is completed, organizations usually engage
external agencies to gather ideas and
recommendations for the product portfolio.
Key marketing team members and external
agencies work together to develop project
requirements and timelines based on the tactical
calendar and business goals. Agencies then
create an initial concept, and submit it to the
marketers for their review. Following that step,
the project moves to the next stage for kick-off
with key stakeholders.
Midstream Phase
This phase begins with a kick-off meeting to help
project managers connect with various stake-
holders; introduce the promotion/marketing
initiative; and assess how team members can
leverage their area of expertise. The team
typically includes key personnel from marketing;
project managers; reviewers (medical, legal, and
regulatory); external vendors (print and tech-
nology); senior leadership, and consultants.
Dissecting the Review Process
Strategic
Planning
Engage
Agency /
Initial
Discussion
Initial
Concept
Submitted to
Marketing
Marketing
Reivew
Submit for
Kick-off
Blueprint
Production:
Print or
Digital
Marketing
Review &
Submit
Project
Manager
Reivew
Final
Production
Review of
“Real
Product”
Print /
Digital
Production
Submit
to FDA
Release
to Market
UPSTREAM PHASE
MIDSTREAM PHASE
DOWNSTREAM PHASE
Initial
Kick-off
Medical,
Legal &
Regulatory
(MLR)
Review
Not
Approved
Approved
Ad Agency
Edits
Submit for
Production
Reject
Resubmitted
Figure 1
4. Cognizant 20-20 Insights
The purpose is to shares ideas, offer suggestions,
and identify potential challenges/gaps that
could stall or slow the initiative.
Following the kick-off meeting, marketing and
external agency partners typically go through
multiple iterations of the project concept
before presenting it to reviewers for their
respective approvals. Medical, legal, and
regulatory reviewers scrutinize the content of
the material to ensure that it is correct,
consistent, and in line with the rules, regulations,
and FDA guidelines within their area of expertise.
Downstream Phase
At this stage, the vendor submits the blueprint
for print and/or digital for final review and signoff
by the client organization to ensure that all
requested changes have been incorporated. This
usually entails multiple exchanges between the
vendor and the client prior to signoff. Digital
projects typically go through more iterations
before they are submitted to the FDA prior to
hitting the market.
PROBLEM STATEMENT
For pharmaceuticals companies, accelerating
time to market requires a review process that is
informed, cost-efficient and risk-averse.
Typical Challenges
Typically, marketing initiatives are based on an
organization’s requirements or developed in
response to industry dynamics. Nonetheless,
reviewers are often time-challenged due to
industry resource reductions and competing
initiatives that also demand their attention.
In the following pages, we will examine how to
develop and optimize an MLR process that will
have the desired impact and make the most of an
organization’s current resources. Most often, the
number of projects evaluated or conceptualized
at the strategic level declines before the next
stage of project creation and review. Other
projects are shelved before they reach the next
stage of production due to factors such as budget
cuts and market shifts. End users (e.g., sales
representatives, healthcare professionals,
pharmacies, and patients) end up ordering only a
fraction of products produced and stored in
warehouses. This funnel structure (see Figure 4,
page 7) requires several tactical adjustments in
order to deliver the expected outcome.
4Taking Control of the MLR Review Process |
For pharmaceuticals companies,
accelerating time to market
requires a review process that
is informed, cost-efficient and
risk-averse.
5. 5Taking Control of the MLR Review Process |
APPLYING AN ANALYTICAL
APPROACH
To address this situation, we recommend a
systematic process for evaluating a project and
plugging in the right parameters at the right time
to achieve a common goal. All key stakeholders
(marketing teams, reviewers, external agencies,
leadership) must be aligned and in place from a
project’s beginning. A thorough analysis of key
areas for improvement must be performed, and
potential bottlenecks identified. To determine
the scope and goals of a project, companies must
define key performance indicators (KPIs), which
will help gauge the effectiveness of their efforts
as they work through the process of preparing
materials for MLR review.
KPIs must be clearly defined and quantifiable, in
line with stated business goals, and easy to
communicate to project teams within and
outside the organization (see Figure 2).
While there are thousands of KPIs to choose
from, many companies find it difficult to select
those that fit the needs of their business and
marketing requirements. Research tells us that
less than 10% of all the metrics that are collected,
analyzed, and reported in businesses are used to
inform decision making. Even worse, 90% of the
metrics produced end up overwhelming decision
makers, who are thirsting for insights.1
Analytics technologies enable companies to
examine and decipher vast amounts of data that
can be used to deepen knowledge, enlighten
decisions, and develop KPIs that suit their precise
requirements. KPIs are defined around the needs
of MLR teams and regularly monitored to help
spot gaps and target opportunities for improving
accuracy and efficiency.
Define
Analyze
Implement
Measure
Solve
Key
Performance
Indicators
Developing Relevant KPIs
Cognizant 20-20 Insights
To determine the scope and goals of a project, companies must
define key performance indicators (KPIs), which will help gauge the
effectiveness of their efforts as they work through the process of
preparing materials for MLR review.
Figure 2
6. 6Taking Control of the MLR Review Process |
Cognizant 20-20 Insights
Prioritizing KPIs
CREATING MEANINGFUL KPIs
There are numerous KPIs for tracking process
efficiency. Figure 3 lists some of the most
common ones.
These KPIs can help make the entire MLR process
more efficient, and potentially generate more
returns for the business (See Figure 4, page 7).
At the same time, KPIs must be monitored over a
sufficient period, roughly three to six months, to
properly assess their value. Having a
comprehensive view of product KPIs helps
marketers and reviewers streamline project
planning, improve inputs, simplify the review
process, and produce marketing material that is
accurate, relevant and effective.
S No.
Key Performance
Indicators (KPIs)
Description Value-Add
1 Entire Project
Duration
Days to close a project, from initial kick-off to
FDA submission.
Serves as top-level health metric to account
for project duration.
2 Duration by Project
Type
Classification of duration by project type
(e.g., websites, e-mail, marketing collateral).
Predicts project completion based on type.
3 Duration of Each
Stage of the
Process
Classification of project duration at each
step in the review process (e.g., medical,
regulatory, legal review).
Uncovers bottlenecks throughout the
process (high project volumes, changing
priorities, product acquisitions, etc.).
4 Cycles/Churn at
Each Stage
Number of rejections by medical/legal/
regulatory/IT throughout the review process.
Helps assess the bottlenecks that might
delay project completion.
5 Reasons for
Additional Cycles
Number of projects rejected and the reasons
cited by the reviewer.
Helps understand the cause of bottlenecks
(unclear guidance from marketing, incorrect
files, agency errors).
6 Stakeholder
(Internal/External)
Accountability
Assessment of the key stakeholders who are
accountable for rejections at any stage.
Extends accountability to include not only
the marketing team, but also internal/
external parties.
7 Products Produced
& Available in
Inventory
Number and names of products produced
and their availability in the inventory of
internal/external vendors.
Enables the company to keep a close watch
on products in inventory and their
warehousing cost.
8 Products Ordered Number of products ordered by end users
(sales rep, HCP, patient, etc.).
Helps assess actual product utilization.
Figure 3
7. 7Taking Control of the MLR Review Process |
Cognizant 20-20 Insights
LOOKING FORWARD
The MLR process depends on balancing the
collective efforts of reviewers, marketing teams,
agencies, and production (print/digital). The goal
is to produce promotional materials that are
accurate, timely, focused, and adaptable for use
in future promotions. In this way, companies can
avoid flooding the market and overwhelming end
users with too much information, and reduce the
workload for reviewers, agencies, sales channels,
and production resources (see Figure 5). This
approach (as detailed in the Quick Take on page
8) allows pharmaceuticals and biotech companies
to leverage their investment in strategic
promotions, assure the quality and integrity of
their product portfolio, bring new products to
market faster, and improve the MLR review
process at every stage.
MLR Review
(n=800)
Marketing Materials
(n=1000)
Produced
(n=500)
KPI 1–6 KPI 7 KPI 8
KPIs measured at each stage
Impact
Ordered
(n=150)
Aligning KPIs & Measurements: The Current Process
Figure 4
MLR Review
(n=500)
Marketing Materials
(n=700)
MoreFocusedMaterials
Produced
(n=300)
Increased
Impact
Ordered
(n=100)
Increased Productivity RAMP
(Reviewers, Agencies, Marketers & Production)
Aligning KPIs & Measurements: The Proposed Solution
Figure 5
8. 8Taking Control of the MLR Review Process |
Cognizant 20-20 Insights
QUICK TAKE
Leading Pharma Company Takes Hold
of the MLR Process
The client, a top pharmaceuticals company, utilized a robust promotional/educational
material review process. All materials (brochures, ads, flashcards, rep-education assets,
etc.) from the marketing team required multiple approvals by various groups (medical,
regulatory, legal, compliance, IT) before going live. The client wanted to identify key
bottlenecks and reduce turnaround time initially by one-third and eventually by one-half.
We collaborated with the company to:
• Conduct a comprehensive data analysis, tracking the average duration of the
materials at each stage of the review process using historical data.
• Identify relevant KPIs that could ferret out bottlenecks in the review process.
»» This analysis considered various factors — brand, media type (print vs. digital),
material type (ad board, brochure, flashcards, etc.) — to understand the KPIs from
different perspectives.
• Create an executive-level, interactive dashboard that marketing directors could
use to assess the process month to month.
Because of this analysis, the client can now take advantage of:
• Interactive insights that enable the company’s marketing team to gauge performance
against KPIs and identify obstacles monthly.
• Information that enables the company’s senior leadership to take immediate action
and move projects faster through the review process.
• Reduced turnaround time (TAT) by ~40%.
9. 9Taking Control of the MLR Review Process |
Cognizant 20-20 Insights
FOOTNOTE
1
www.ap-institute.com/what-is-a-key-performance-indicator.aspx.
REFERENCES
• http://blog.themsls.org/2014/07/7-essential-considerations-about-promotional-material-review-and-approval/.
• www.pharmexec.com/promotional-review-committees-how-achieve-high-performing-teams-0.
Ketki Gupta
Manager, Cognizant
Analytics & Information
Management Practice
Ketki.gupta@cognizant.com
Ketki Gupta has more than nine years of experience in the field of
analytics for the pharmaceuticals industry. Ketki has worked on
a wide range of analytics projects, including promotion response
modeling, sales force effectiveness, ROI for campaign management,
and speaker program compliance and effectiveness. She also
focuses on consulting and analytics around process efficiencies
in various departments across the pharma industry. She holds a
master’s degree in Applied Operational Research and a bachelor’s
degree in statistics from Delhi University.
ABOUT THE AUTHORS
Saurabh Arora
Senior Associate,
Cognizant Analytics &
Information Management
Practice
Saurabh.Arora2@cognizant.com
Saurabh Arora has more than nine years of experience in consulting
and analytics, solving quantitatively challenging business problems
using advanced analytical tools. Saurabh has worked on a variety
of projects involving operation efficiency analytics (including
MLR review process optimization), market research, marketing
management, regression model monitoring, and sales force sizing
and structure for clients throughout the U.S. and Europe. He holds
an M.B.A. degree from the Indian Institute of Foreign Trade, New
Delhi, and a bachelor’s degree in statistics from Delhi University.