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» Products & Services » » Medical Affairs » Health Outcomes

Leveraging Outcomes Data: Operational Roles in Health Economics & Outcomes Research

ID: POP-321


Features:

15 Info Graphics

50 Data Graphics

1190+ Metrics

3 Narratives


Pages: 77


Published: 2020


Delivery Format: Shipped


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
In order to gain market access - and market share - in the competitive healthcare environment, biopharma manufacturers must demonstrate a drug’s value proposition and its potential in real-world clinical practice. Therefore, organizations should optimize the operations of their Health Economics and Outcomes Research function to ensure effective access and successful reimbursement.

Best Practices, LLC undertook this benchmarking research to examine how elite biopharma companies develop successful Health Outcomes groups. This report illustrates specific ways that the HEOR function drives decision-making and delivers value across medical activities. The report also highlights the leading strategies used for for effective health outcomes data communication and utilization, stakeholder collaboration, and launch investment timelines for new therapies. Finally, the report also identifies the critical advantages of, and top challenges for, a successful HEOR program.

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


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

Study Snapshot

Best Practices, LLC engaged 54 medical leaders from 40 leading life sciences companies in this research through a benchmarking survey. Eighty-three percent of the benchmark participants serve at the director level and above. Research insights are segmented based on two areas: Geographic responsibility and HEOR reporting structure.

Key topics covered in this report include:

  • HEOR involvement and its effectiveness in delivering value
  • Health outcomes data usage and its effectiveness
  • Role of HEOR in health outcomes activities and data collection
  • KPIs to measure success of HEOR
  • Technology and tools used to demonstrate value
  • Challenges and success factors in working with payers


Key Findings

Select key insights uncovered from this report are noted below. Detailed findings are available in the full report.

  • Launch Investment:

    • Early-stage lifecycle investments (<Phase III) build competitive advantage to maximize ROI and optimize commercial success.
    • Mature commercial groups focus on early-stage HEOR investments to balance clinical and economic value propositions in drug development. Medical Affairs is slow to begin optimal launch investment.

  • Technology & Tools:

    • While updated infrequently, value dossiers directly support drug positioning as solutions to market needs.
Table of Contents

Sr. No.
Topic
Slide No.
I.
Executive Summaryp. 4-8
Research Objectives & Methodologyp. 5
Participating Companies & Titlesp. 6-7
Segmentation Criteriap. 8
II.
HEOR Structure, Collaboration and Involvementp. 9-31
III.
Launch Investment for HEOR Activitiesp. 32-37
IV.
Technology and Toolsp. 38-45
V.
Training and KPIs Measurementp. 46-51
VI.
HEOR Staffing and Leadershipp. 52-58
VII.
Lessons Learned, Success Factors and Pitfallsp. 59-63
VIII.
Participant Demographicsp. 64-67
IX.
Appendixp. 68-76
X.
About Best Practices, LLCp. 77

    List of Charts & Exhibits

    I. HEOR Structure, Collaboration and Involvement

    • Structure of Health Economics and Outcomes Research (HEOR) group within the organization
    • Structure of Health Economics and Outcomes Research (HEOR) group within the organization – Global vs. U.S. Only
    • 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 – Global vs. U.S. Only
    • Effectiveness of HEOR function at delivering value in the listed areas to the company – Market Access vs. Medical Affairs
    • 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 – Global vs. U.S. Only
    • Utilization of listed types of health outcomes activities by the HEOR function – Market Access vs. Medical Affairs
    • Effectiveness of health outcomes activities to inform key decisions within the company
    • Level of HEOR’s involvement in each of the listed activities
    • Level of HEOR’s involvement in each of the listed activities – Global vs. U.S. Only
    • Level of HEOR’s involvement in each of the listed activities – Market Access vs. Medical Affairs
    • Sharing of medical information with various groups
    • Sharing of medical information with various groups – Global vs. U.S. Only
    • Organization’s role in collecting the listed types of health outcomes data
    • 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
    • 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

    III. Technology and Tools

    • Effective technologies for field communication
    • Highly effective technologies for field communication – Global vs. U.S. Only
    • Highly effective technologies for field communication – Market Access vs. Medical Affairs
    • Frequency of technology update
    • Frequency of updating effective technologies to enable field communication tools
    • Tools used by HEOR group to showcase value/ communicate with payers

    IV. Training and KPIs Measurement

    • Effective training & development programs for HEOR groups
    • Frequency of training provided to Health Outcomes groups
    • Most effective KPIs and metrics to measure the success of real world data program
    • KPIs measured for successful HEOR program – Market Access vs. Medical Affairs
    • KPIs measured for successful HEOR program – Global vs. U.S. Only

    V. HEOR Staffing and Leadership

    • Number of field staff that work in the HEOR organization and number of field-based staff dedicated to HEOR structure
    • Number of field staff that work in the HEOR organization and number of field-based staff dedicated to HEOR structure – Global vs. U.S. Only
    • Number of field staff that work in the HEOR organization and number of field-based staff dedicated to HEOR structure – Market Access vs. Medical Affairs
    • Leadership level of the HEOR group
    • Leadership level of the HEOR group – Global vs. U.S. Only
    • Leadership level of the HEOR group – Market Access vs. Medical Affairs

    VI. Lessons Learned, Success Factors and Pitfalls

    • Top advantages to pursuing HEOR planning earlier in the R&D cycle
    • Top success factors for HEOR in developing and maintaining strong capabilities for work with payer groups
    • Top most difficult challenges or pitfalls for HEOR in developing and maintaining strong capabilities for work with payer groups

    VII. Participant Demographics

    • Geographic span of HEOR responsibility within participating companies
    • Therapeutic area(s) on which participants’ market access work is primarily focused on
    • Job titles of benchmark participants