Managed Care function supports most of the activities performed at benchmarked companies. Amongst all the listed activities, one third of the benchmark class does not support activities like customer market research, pharmacy relations and customer program.
The Indian regulatory and market landscape is very different from those in mature markets. Moreover, the Indian pharmaceutical industry is highly fragmented with more revenue coming from OTC drugs. Due to this, 77% of Indian benchmark companies prefer some form of decentralization for Medical Affairs, compared with 56% of the mature markets companies.
Benchmark respondents reported that the size of the advisory board varies according to a number of factors beginning with the key purpose, regional focus and the level of clinical / scientific expertise required for the advisory board.
To successfully promote a pharmaceutical brand, three important components play crucial role: Clinical Differentiation Marketing Differentiation Sales Force Effectiveness. http://www.best-in-class.com/bestp/domrep.nsf/products/pharmaceutical-brand-leadership-getting-there-and-staying-on-top!opendocument
This infographic reflects the important role played by the Medical Affairs function in Health Economics and Outcomes Research activities. It also highlights the top three types of Health Outcomes data utilized by different stakeholders.
The regulatory affairs function takes a lead role for filing submissions at all organizations. At 75% of participating companies, regulatory function leads publishing/labeling, FDA official correspondence and listings/registrations.
Benchmarked partners described three structural models for the MMMR function. Those using the two models involving dedicated resources noted improvements gained from reduced resource competition and increased subject matter expertise.
Depending upon the type of REMS component, different functions lead REMS management. For example, while Regulatory Affairs often leads Medication Guide activities, it is not uncommon for a commercial group (e.g., Marketing / Brand Teams) to take the lead for Communication Plans.
Thought leaders and specialists are the highest risk physician stumbling blocks that can trip up a new product upon market entry. Poor physician segmentation and weak access also emerge as critical physician pitfalls. During the next 36 months, most of these risk factors are expected to stay the same in terms of risk and priority at launch.
Aligning internal communications with external messages is one of the most important challenges companies face when communicating to employees about a new product. Complying with FDA regulations for pre-launch communication is also a top concern for pharma communicators educating employees about a new product. http://www.best-in-class.com/bestp/domrep.nsf/products/best-practices-for-internal-communications-regarding-brands-disease-state!opendocument