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Creating and maintaining a patient-centric biopharmaceutical organization requires not just the influence of an Advocacy Team but the influence of all other parts of the organization. This study examines how advocacy teams can improve coordination efforts with internal groups such as Marketing, Medical Affairs, R&D, and Government Affairs.
In particular, this study spotlights the mechanics of partnerships with Patient Advocacy Groups, improving health and disease awareness with Patient Advocacy Groups and leveraging telehealth to improve patient centricity. Advocacy leaders can use this research to improve its collaborative efforts with internal stakeholders regarding these topics.
This study engaged 54 leaders from 44 biopharma organizations via a benchmark survey.
Pharmaceutical; Manufacturing; Biotech; Consumer Products; Diagnostic; Medical Device; Communications; Biopharmaceutical; Health Care; Energy; Chemical
AbbVie; Bayer; Astellas; Alexion Pharmaceuticals; ApotheCom; Arena Pharmaceuticals; Bluebird Bio; Boehringer Ingelheim; Clovis Oncology; Dermira; Eli Lilly; Forma Therapeutics; Johnson & Johnson; Galapagos; Horizon Therapeutics; Ipsen; Kiniksa Pharmaceuticals; Milestone Pharmaceuticals; Myovant Sciences; Amicus Therapeutics; NexGen Healthcare Communications; Novartis; Novo Nordisk; Orchard Therapeutics; Orion Energy; Genentech; Roche; OTSUKA; Reata Pharmaceuticals; Sangamo Therapeutics; Spark Therapeutics; Sunovion; Syneos Health; Takeda Pharmaceuticals; TG Therapeutics; Theravance; UCB Pharma; United Therapeutics; Wave Life Sciences; Zogenix; Vifor Pharma
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