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Business Operations > Benchmarking and Quality

Benchmarking and Quality Best Practices

Best Practices, LLC has conducted extensive research in the field of Benchmarking and Quality. Browse through and sample our published Benchmarking and Quality research in the topics below:


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Preparing Medical Science Liaison Teams for a Changing Environment: Team Size and DeploymentThis document contains Metrics and Graphics.This document contains Metrics and Graphics.
Non-members: Click here to review a complimentary excerpt from "Preparing Medical Science Liaison Teams for a Changing Environment: Team Size and Deployment" STUDY OVERVIEW Medical Science Liaison (MSL) teams face a rapidly changing healthcare environment that requires organizations to have their MSL teams appropriately sized and deployed. Best Practices, LLC conducted this research to identify the drivers of MSL team size and explore factors affecting deployment. Insights and metrics in the study will help companies field a more efficient and effective medical field team. KEY TOPICS Medical Liaisons: Size Of Medical Science Liaison Teams Medical Liaisons: Effective Operations Of Medical Science Liaison Teams SAMPLE KEY METRICS Regional demographics of participants Title of respondents Geographic span of responsibility of medical affairs at participating companies Product scope of MSLs Factors to determine team size Internal stakeholder needs Deployment of medical liaisons into the field in mature and emerging markets Factors causing increase in the number of medical science liaisons Factors causing decrease in the number of medical science liaisons SAMPLE KEY FINDING Determining Medical Science Liaison Teams’ Size: Mature Markets and Emerging Markets companies employ different strategies when determining the size of Medical Science Liaisons. Mature markets companies use company or product related factors such as “Corporate Commitment to a Franchise” or “Product Life Cycle” more often than Emerging Markets companies. Emerging Markets companies typically use an external factor, “Number of Thought Leaders,” to determine Medical Science Liaison teams’ size. METHODOLOGY This study engaged executives from 32 leading healthcare companies. Segmentation analysis was key to examining trends and effective practices. Twenty three participants make up the Mature Markets Segment, while the Emerging Markets Segment consists of seven participants from Brazil, India and other Asia markets. This report includes Mature and Emerging Markets segments’ analysis.

Effective Thought Leader Management: Leadership, Relationships and TechnologyThis document contains Metrics and Graphics.This document contains Metrics and Graphics.
Non-members: Click here to review a complimentary excerpt from "Effective Thought Leader Management: Leadership, Relationships and Technology" STUDY OVERVIEW With so many of its activities affecting new product development and performance, medical affairs is recognized as one of the most important functions within pharma organizations. Thought leader management is one of the critical responsibilities of medical affairs groups because companies look to thought leaders to inform and guide clinical programs. Some of the key components of an effective thought leader management program include its leadership structure and approach to relationship development. Best Practices LLC performed this research study to identify how leading pharma companies structure and organize their thought leader management organizations, to examine the drivers of thought leader management relationships and to highlight new technologies used to maintain relationships. The benchmark data in this study will help companies find better ways to create effective thought leader management strategies that will enhance and inform a critical aspect of an organization’s operations. This document includes mature and emerging markets segment analysis. KEY TOPICS Benchmark Participant Demographics Scope, Structure and Leadership Managing Relationships New Technologies SAMPLE KEY METRICS Number of products involving thought leaders Title of person with oversight responsibility for thought leader management Group with primary oversight for thought leader management Drivers of thought leader management program Importance rating of activities tied to developing thought leader relationships Importance rating of activities tied to maintaining thought leader relationships Value rating of various new technologies used for thought leader interactions in mature markets Value rating of various new technologies used for thought leader interactions in emerging markets SAMPLE KEY FINDING Number of and Interaction Frequency with thought leader s are the Most Important Management Criteria: Within 86% of the mature market companies and all of the emerging market companies number of thought leaders and frequency of interaction with thought leaders drive thought leader management initiatives. MSL Interactions and Clinical Trials Drive TL Relationship Development: In 70% of the mature market segment and 57% of the emerging market segment, MSL interactions is key to thought leader relationship development. In addition, 68% of the mature market and 86% of the emerging market segment reported that Funding Clinical Research is vital for building thought leader relationships. METHODOLOGY Forty survey responses from Medical Affairs leaders at 32 pharmaceutical and medical device companies in the mature market and Emerging Markets. This report captures insights on both Mature and emerging market segments.

Medical Affairs Excellence: Global Coordination and Managing ComplianceThis document contains Metrics and Graphics.This document contains Metrics and Graphics.
Non-members: Click here to review a complimentary excerpt from "Medical Affairs Excellence: Global Coordination and Managing Compliance" STUDY OVERVIEW Medical Affairs has evolved into one of the most critical functions for the pharmaceutical sector. As its importance and duties have grown, Medical Affairs has faced many challenges in creating and maintaining the function as a global group. Best Practices, LLC conducted this study to identify what companies require in order to create effective global capabilities for the Medical Affairs function. The study also reviews how companies are coordinating compliance standards across different geographies. The benchmark data in this study will help companies find better ways to create successful global Medical Affairs organizations. This study presents segmented responses by company size KEY TOPICS Coordinating the Global Medical Affairs Function Managing Compliance and Information Exchange Benchmark Participant Demographics SAMPLE KEY METRICS Management approach for key Medical Affairs activities Reporting relationship between global and regional Medical Affairs groups How regions develop their compliance standards How regions identify their compliance standards How regions identify their compliance standards How organizations share compliance challenges and best practices across global and regional levels SAMPLE KEY FINDING Global Coordination: More than 80% of the benchmark class employs a bottom-up reporting approach for the activities related to payers and providers, such as medical education, field-based medical team operations, and thought leader management. Although some of the interviewees think that developing a top-down approach is ideal to avoid compliance issues and promote better communication for payer and provider related activities, local differences such as, language, culture and regulations force companies to employ a bottom-up approach for these activities. Segments: Global reporting approach to Medical Affairs resources allocation is significantly different across segments. While 88% of the LCS employs a bottom-up approach, only 50% of the MCS & SCS has a similar approach for this activity. METHODOLOGY Twenty Nine survey responses from Medical Affairs leaders at 26 biopharmaceutical companies within the mature markets. This reports captures insights on both Large and Mid-Size as well as Small companies segments. Additional deep-dive interviews with five selected Medical Affairs executives.

 


 
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