Range of Work of Medical Affairs

8/11/2019 Range of Work of Medical Affairs

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Michael Conway ([email protected] Conway ([email protected] ))

David Quigley ([email protected])David Quigley ([email protected])

2004 Pharma, Biotech2004 Pharma, Biotech

and Device Colloquiumand Device Colloquium

Medical AffairsMedical Affairs The NextThe NextSS --Curve in PharmaceuticalsCurve in Pharmaceuticals


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OVERVIEW

Medical Affairs is increasingly the third major source ofdifferentiation, after R&D and Commercialization, tosupplement traditional marketing activities

Medical Affairs creates value and competitive advantageby engaging providers and managed care, and expandingdevelopment

However, companies are finding it challenging to scale upMedical Affairs, while maintaining internal alignment and acoordinated interface to physicians

To build a successful Medical Affairs capability,companies must ensure tight collaboration with R&D andSales & Marketing, build in flawless execution, and attractand keep the right talent


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MEDICAL AFFAIRS IS INCREASINGLY THE THIRDMAJOR COMMERCIAL DRIVER FOR PHARMACOS

New externalpressures

Limits of traditionalapproaches

New complianceguidelines are limitingmarketing degrees offreedom

Increasing demand foroutcomes data for payors,and drug comparisons forphysicians

MedicalAffairs

R&D fully leveragedwith new products andlabel expansion

Diminishing returnsfrom incrementalexpansion of sales andmarketing tactics


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WIDE RANGE OF APPROACHES TO U.S. MEDICALAFFAIRS

From . . . To . . .Dual report to Globaland US

Fully integrated withbrand teams

Fully integrated withGlobal Marketing

Thought partner tobrand teams &development group

Global R&D

Support group

Light touch global orgensures consistency

Tactical support toclinical & commercial

Dedicated budget for allactivities

No separate MAbudget

Reporting

Interactionwith brandteams

Interactionwithglobal

Budget

Focus


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BUT SOME KEY TRENDS EMERGING

Reporting

Interactionwith brandteams

Interactionwithglobal

Budget

Focus

Increasing separation from sales andmarketing

Most struggle to develop integrated solutionsand specialization

Stronger linkages with enhanced globalorganizations

Increasingly strategic

Increasing MA control over informationdissemination budgets


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WIDE RANGE OF SCOPE OF MEDICAL AFFAIRSFUNCTIONS

Company B

Company C

Company D

Company E

P u b l i

c a t i o n s

T r i a l S t r a t e

g y

M e d i c

a l L i a i s

o n s

D r u g

I n f o r m a

t i o n

T h o u g h

t L e a

d e r

D e v e

l o p m e n t

C M E

O u t c o

m e s

Company A


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MEDICAL AFFAIRS CREATES COMPETITIVEADVANTAGE ON THREE DIMENSIONS

Drive appropriate medical use: Educating physiciansbased on all available data

Early and comprehensive engagement of providers: Allowing early consideration by thought leaders Engaging a comprehensive set of stakeholders Peer to peer discussions Involvement in clinical trials Medical education

Building a differentiated product profile : Enhancing value

of a drug to patients, payors, and physicians, e.g., Product attributes (clinical, cost, convenience, comfort) Efficacy in sub-populations Combinations

Direct comparisons


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3,0004,000

600500

5001,200

3,600

600

1,200

200

2001 FTEs 2020 FTEs

5,500

9,900

FOR THESE REASONS SIGNIFICANT GROWTH ISEXPECTED IN MEDICAL AFFAIRS

Source: Professionally Determined Need for Pharmacy Services in 2020 Conference

Scientists

Economists/OutcomeResearchers

Marketing/Sales/Reg Affairs

Medical Service Liaison

Drug Information


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COMMON CHALLENGES IN SCALING UPMEDICAL AFFAIRS

Consistently interpreting and complying withguidelines

Maintaining alignment between MedicalAffairs, Commercial and R&D objectives

Ensuring interactions with providers areconsistent with objectives and with sales and

R&D activitiesAttracting and retaining talented scientistsand technical people, particularly mid-levelleaders

1.

2.

3.

4.


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POSSIBLE WINNING APPROACH FORSCALING UP MEDICAL AFFAIRS

Balancing the organization tightly aroundposture

Building alignment through a shared vision forthe brand that is developed collaboratively withMedical Affairs, R&D, and Sales & Marketing

Building processes to drive alignment ofactivities at a local market level and consistencywith objectives

Creating a career proposition and trajectory, and

ensuring salary commensurate with Commercial

1.

2.

3.

4.


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TOUGH QUESTIONS

Are you doing enough in Medical Affairs?

How good is the work that is being done?

What stops you doing more and doing it

better?How excited are your people?

How well do you work with R&D andMarketing?


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Appendix


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REACHING SATURATION POINT ON TRADITIONALSALES AND MARKETING

Doctor time allocationPercent

8

23

45

66

Restricts numberof reps per dayRestricts times ordays reps can visitRestricts details to

appts./lunch onlyHave policy

80% doctorsestimated to haverestrictive policies

by end of 2002

Prevalence of policies that restrictrepresentative accessPercent of physicians

No more than three reps will be seen in a day, and if the doctor is busy, therepresentative must leave samples with the front desk while the staff obtains thephysicians signature. This policy became necessary because there were 10-15reps calling on the office and interfering with our ability to see patients.

PCP Office Manager

100% = ~14 hours per day

5818

22

Patient

care Admini-strativetasks

Other

2 Time with reps

Range of Work of Medical Affairs

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