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» Products & Services » » Medical Affairs » Health Outcomes

Leveraging Outcomes Data: Structure and Launch Investment for Health Economics & Outcomes Research

ID: 5600


Features:

11 Info Graphics

32 Data Graphics

400+ Metrics


Pages/Slides: 51


Published: 2020


Delivery Format: Online PDF Document


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Non-members: Click here to review a complimentary excerpt from "Leveraging Outcomes Data: Structure and Launch Investment for Health Economics & Outcomes Research"

STUDY OVERVIEW

Demonstrating a drug’s value proposition and its potential in real-world practice will maximize business and clinical success. The Health Economics Outcomes Research function is a key player in generating value-oriented outcomes data, but it needs to effectively collaborate with other groups to leverage the information. Likewise, it's critical to correctly time the collection of outcomes data for products in development so that it can optimize the launch of approved new products.

This study illustrates the strategies for effective health outcomes data communication and utilization and how HEOR collaborates with key internal stakeholders. The research also outlines the launch investment timeline for HEOR activities during new product development.

Segmentation based on two areas: Geographic responsibility and HEOR reporting structure

KEY TOPICS

  • Executive Summary: Methodology, Participants, & Key Findings
  • HEOR Structure, Collaboration and Involvement
  • Launch Investment for HEOR Activities

KEY METRICS

I. Structure

  • Structure of Health Economics and Outcomes Research (HEOR) group within the organization
  • Internal HEOR collaboration – Global vs. U.S. Only
  • HEOR involvement vs. effectiveness for value delivery
  • Effectiveness of HEOR function at delivering value in the listed areas to the company – Market Access vs. Medical Affairs and Global vs. U.S.
  • Highly effective HEOR functions for delivering value
  • Health outcomes data usage vs. effectiveness
  • Utilization of listed types of health outcomes activities by the HEOR function – Market Access vs. Medical Affairs and Global vs. U.S.
  • Effectiveness of health outcomes activities to inform key decisions within the company
  • Level of HEOR’s involvement in each of the listed activities
  • Sharing of medical information with various groups
  • Organization’s role in collecting the listed types of health outcomes data – Global vs. U.S. Only and Market Access vs. Medical Affairs
  • Preferred frequency of communications (at a country & region level) with internal staff – Global vs. U.S. Only and Market Access vs. Medical Affairs
  • Preferred frequency of communications (at a country & region level) with internal staff – Market Access vs. Medical Affairs
  • Roles played by HEOR team in carrying out activities designed to probe (payers) stakeholders’ needs and perspectives

II. Launch Investment for HEOR Activities
  • Point at which investment is started and point at which maximum investment is reached in the listed HEOR activities to develop value assessments for new therapies
  • Point at which investment is started and point at which maximum investment is reached in the listed HEOR activities to develop value assessments for new therapies - Market Access
  • Point at which investment is started and point at which maximum investment is reached in the listed HEOR activities to develop value assessments for new therapies - Medical Affairs
  • Launch investment timeline in HEOR activities - Large companies
  • Launch investment timeline in HEOR activities - small/mid-sized companies
SAMPLE KEY FINDINGS
  • Collaboration & Involvement: Leverage reimbursement & market access strategies, which are less used by respondents, but highly effective in informing internal decisions.
METHODOLOGY

Fifty-four medical leaders from 40 top life-science companies were engaged through a benchmarking survey.

Industries Profiled:
Pharmaceutical; Health Care; Biotech; Biopharmaceutical; Clinical Research; Laboratories; Manufacturing; Consumer Products; Diagnostic; Medical Device; Communications


Companies Profiled:
AbbVie; Astellas; Merck Serono; Novartis; Sanofi; Boehringer Ingelheim; Eisai; Pfizer; Merck Sharp & Dohme; Bayer; Lundbeck; CSL Behring; Ipsen; Novo Nordisk; Takeda Pharmaceuticals; Alkem; Smith & Nephew; Galderma; Seqirus; Vifor Pharma; Daiichi Sankyo; Brii Biosciences; Foundation Medicine; Seattle Genetics; La Jolla Pharmaceutical; Alexion Pharmaceuticals; Sun Pharmaceutical; Grünenthal; BioCryst Pharmaceuticals; Harmony Biosciences; BioMarin; Luminex Corporation; Dova Pharmaceuticals; Karyopharm Therapeutics; Paratek Pharmaceuticals; Pharming; Bioventus; Nucleus Global; Greenwich Biosciences; Pacira Biosciences

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.