市場調査レポート

メディカルアフェアーズ:世界市場への資源配分

Medical Affairs: Resource Allocation for the Global Marketplace

発行 Cutting Edge Information 商品コード 269015
出版日 ページ情報 英文 302 Pages
納期: 即日から翌営業日
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メディカルアフェアーズ:世界市場への資源配分 Medical Affairs: Resource Allocation for the Global Marketplace
出版日: 2013年04月22日 ページ情報: 英文 302 Pages
概要

当レポートでは、世界、米国、および国家レベルの組織にわたるメディカルアフェアーズ部門について調査し、チーム内のコミュニケーションを向上させるための強いネットワークの構築、チーム強化に向けた資源の最大化、および臨床・商業情報の共通部分としてのメディカルアフェアーズの位置づけなどについて、概略下記の構成でお届けいたします。

エグゼクティブサマリー

  • 調査手法
  • 調査定義
  • メディカルアフェアーズ:成功の5原則

メディカルアフェアーズの構造・職能上の枠を超えたコミュニケーション

  • 部署の構造とレポーティングの関係
  • メディカルアフェアーズ組織内の地域にまたがるコミュニケーション
  • 商業チームとのコミュニケーション・相互作用

メディカルアフェアーズのリソーシングと予算

  • 米国市場は高いメディカルアフェアーズ投資を必要とする
  • 世界的チームは戦略開発へ資源を集中
  • 国家レベルのチームはメディカルアフェアーズの責任を負う

ソートリーダーの関与とドキュメンテーション

  • 追加的なメディカルアフェアーズ責任を組み込むことによるMSLチームの役割の拡大
  • 専用ソートリーダー開発チームの専門的知識を活用したKOL関係の形成
  • メディカルアフェアーズ技術とソートリーダーのドキュメンテーション

メディカルコミュニケーション:医療情報資源のバランシングおよび企業出版物の管理

  • 企業の医療情報チームの役割の増大
  • 企業をサポートするための医療出版物チームの活用
  • 治験活動

研究者主導型試験および医療助成金

  • 研究者主導型試験が支えるメディカルアフェアーズおよび市場アクセス機能
  • 医療助成金が補足する市場アクセスの取り組み

メディカルエデュケーションおよびスピーカープログラム

  • メディカルエデュケーションの重要性は企業ごとに異なる
  • スピーカープログラムはサンシャイン法(情報公開法)による透明性の要求に取り組む

メディカルアフェアーズにおける責任の拡大

  • 医療経済はメディカルアフェアーズと市場アクセスを組み合わせる
  • 医薬品安全性とファーマコビジランスはメディカルアフェアーズの優先順位に影響する
  • 薬事規制とコンプライアンスはメディカルアフェアーズ機能の主要部分

メディカルアフェアーズチームのプロファイル

図表

目次
Product Code: PH184

In the patent cliff's wake, next-generation medical affairs teams shoulder more responsibility with fewer resources. Though devoted to their core mission - disseminating medical and clinical information to the healthcare community and internal teams - today's medical affairs groups' responsibilities encompass other tasks, such as health economics and outcomes research (HEOR) and drug safety and pharmacovigilance.

Medical affairs groups shift their resources to manage workloads for ever-changing portfolios - including the many tasks supporting each product launch. Teams leverage new technology, including physician-interaction databases, to coordinate efforts and strengthen communication with clinical and commercial teams.

This report examines medical affairs departments across US, global and country-level organizations. Data show the staffing levels and budgets necessary to support activities for 12 medical affairs subfunctions - and department profiles provide a comprehensive overview of 11 real-world medical affairs teams.

Build strong networks to increase interteam communication

Learn how top-performing companies create optimal medical affairs structures based on overall organizational structure and countries' regulatory requirements. Then, support these structures by defining roles to facilitate groups across multiple geographies.

Maximize resources to empower teams

Expanding responsibilities require medical affairs groups to prioritize resources. Analyze four years of budgets and staffing levels for the overall medical affairs team as well as dedicated subfunctions. See how changes in product portfolios impact staffing, and identify subfunctions needing the most support.

Position medical affairs as the intersection of clinical and commercial information

Medical affairs responsibilities now involve other aspects of pharma. Embrace the growing importance of health economics in market access, and align regulatory affairs and compliance groups to support medical affairs efforts.

Table of Contents

Executive Summary

  • Study Methodology
  • Study Definitions
  • Medical Affairs: Five Key Recommendations For Success

Medical Affairs Structure and Cross-functional Communication

  • Department Structure and Reporting Relationships
  • Communicating Across Geographies Within the Medical Affairs Organization
  • Communicating and Interacting with Commercial Teams

Medical Affairs Resourcing and Budgets

  • US Market Demands High Medical Affairs Investment
  • Global Teams Focus Resources on Strategy Development
  • Country-Level Teams Gain Medical Affairs Responsibilities

Thought Leader Engagement and Documentation

  • Expand MSL Teams' Role by Incorporating Additional Medical Affairs Responsibilities
  • Shape KOL Relationships by Leveraging the Expertise of Dedicated Thought Leader Development Teams
  • Medical Affairs Technology and Thought Leader Documentation

Medical Communications: Balancing Medical Information Resources and Managing Company Publications

  • The Burgeoning Role of Companies' Medical Information Teams
  • Leveraging Medical Publications Teams to Support Companies'
  • Clinical Trial Activities

Investigator Initiated Trials And Medical Grants

  • Investigator Initiated Trials Support Medical Affairs and Market Access Functions
  • Medical Grants Complement Market Access Efforts

Medical Education and Speaker Programs

  • Medical Education Importance Varies by Company
  • Speaker Programs Cope with Sunshine Act's Transparency Requirements

Expanding Responsibilities in Medical Affairs

  • Health Economics Pairs Medical Affairs with Market Access
  • Drug Safety and Pharmacovigilance Influence Medical Affairs Priorities
  • Regulatory Affairs and Compliance Key Parts of Medical Affairs Functions

Medical Affairs Team Profiles

CHARTS AND GRAPHICS

Executive Summary

Medical Affairs: Five Key Recommendations for Success

  • Figure E.1: Change in Health Economics Budget from 2013-2014 at All Companies
  • Figure E.2: Change in Health Economics Budget from 2013-2014 at All Companies
  • Figure E.3: Percentage of Medical Affairs Groups with Responsibility Over Medical Science Liaisons (2013 Data)
  • Figure E.4: Percentage of Country-Level Medical Affairs Departments Responsible for Activity (2010 Data)
  • Figure 1.1: Percentage Breakdown of Medical Affairs Structures Within the Organization

Medical Affairs Structure and Cross-Functional Communication

  • Figure 1.2: Percentage Breakdown of Medical Affairs Teams' Functional Oversight

Department Structure and Reporting Relationships

  • Figure 1.3: Company A's Decentralized Medical Affairs Team Structure
  • Figure 1.4: Company G's Medical Affairs Team Structure Decentralized by Business Unit
  • Figure 1.5: Global Centralized Medical Affairs Team Structure Organized Under R&D: Company B
  • Figure 1.6: Percentage Breakdown of Positions That Lead Medical Affairs

Communicating Across Geographies Within the Medical Affairs Organization

  • Figure 1.7: Percentage of US Groups Responsible for Medical Affairs Subfunctions
  • Figure 1.8: Percentage of Global Groups Responsible for Medical Affairs Subfunctions
  • Figure 1.9: Percentage of Country-Level Groups Responsible for Medical Affairs Subfunctions

Communicating and Interacting With Commercial Teams

  • Figure 1.10: Company D's Global Legal Review Process

Medical Affairs Resourcing and Budgets

US Market Demands High Medical Affairs Investment

  • Figure 2.1: Medical Affairs Staffing in 2013 at Us Groups (Excluding Field-Based Personnel)
  • Figure 2.2: Percentage of US Medical Affairs Groups That Outsource One or More Subfunctions
  • Figure 2.3: Percentage of US Groups Outsourcing Medical Affairs Subfunctions
  • Figure 2.4: 2011 US Medical Affairs Budgets
  • Figure 2.5: 2012 US Medical Affairs Budgets
  • Figure 2.6: Percentage Change in US Medical Affairs Budgets from 2012 to 2013
  • Figure 2.7: 2013 US Medical Affairs Budgets
  • Figure 2.8: 2014 US Medical Affairs Budgets
  • Figure 2.9: Percentage Change in US Medical Affairs Budgets from 2013 to 2014

Global Teams Focus Resources on Strategy Development

  • Figure 2.10: Medical Affairs Staffing in 2013 at Global Groups (Excluding Field-Based Personnel)
  • Figure 2.11: Percentage of Global Medical Affairs Groups That Outsource One or More Subfunctions
  • Figure 2.12: Percentage of Global Groups Outsourcing Medical Affairs Subfunctions
  • Figure 2.13: 2011 Global Medical Affairs Budgets
  • Figure 2.14: 2012 Global Medical Affairs Budgets
  • Figure 2.15: Percentage Change in Global Medical Affairs Budgets from 2012 to 2013
  • Figure 2.16: 2013 Global Medical Affairs Budgets
  • Figure 2.17: Estimated 2014 Global Medical Affairs Budgets
  • Figure 2.18: Percentage Change in Global Medical Affairs Budgets from 2013 to 2014

Country-Level Teams Gain Medical Affairs Responsibilities

  • Figure 2.19: Medical Affairs Staffing in 2013 at Country-Level Groups (Excluding Field-based Personnel)
  • Figure 2.20: Percentage of Country-Level Medical Affairs Groups That Outsource One or More Sub- Functions
  • Figure 2.21: Percentage of Country-Level Groups Outsourcing Medical Affairs Subfunctions
  • Figure 2.22: 2011 Country-Level Medical Affairs Budgets
  • Figure 2.23: 2012 Country-Level Medical Affairs Budgets
  • Figure 2.24: Percentage Change in Country-Level Medical Affairs Budgets from 2012 to 2013
  • Figure 2.25: 2013 Country-Level Medical Affairs Budgets
  • Figure 2.26: Estimated 2014 Country-Level Medical Affairs Budgets
  • Figure 2.27: Percentage Change in Country-Level Medical Affairs Budgets from 2013 to 2014

Thought Leader Engagement and Documentation

  • Figure 3.1: Percentage of Medical Affairs Groups with Responsibility Over Medical Science Liaisons
  • Figure 3.2: Percentage or Medical Affairs Groups with Responsibility Over Thought Leader Development

Expand MSL Teams' Role by Incorporating Additional Medical Affairs Responsibilities

  • Figure 3.3: Number of FTEs Dedicated to Medical Science Liaisons in 2013 and 2014 at US Groups
  • Figure 3.4: Changes in Medical Science Liaisons Staffing from 2013 to 2014 at US Groups
  • Figure 3.5: Percentage of Medical Affairs Budget Dedicated to Medical Science Liaisons at US Groups
  • Figure 3.6: 2013 Budget for Medical Science Liaisons at US Groups
  • Figure 3.7: Change in Medical Science Liaisons Budget from 2013-2014 at US Groups
  • Figure 3.8: Number of FTEs Dedicated to Regional Medical Science Liaison Teams in 2013
  • Figure 3.9: Change in Medical Science Liaisons Staffing from 2013 to 2014 for Regional MSL Teams
  • Figure 3.10: Percentage of Medical Affairs Budget Dedicated to Regional Medical Science Liaison Teams
  • Figure 3.11: 2013 Budget For Medical Science Liaison Teams
  • Figure 3.12: Change in Budget from 2013-2014 for Regional Medical Science Liaison Teams

Shape Kol Relationships by Leveraging the Expertise of Dedicated Thought Leader Development Teams

  • Figure 3.13: Number of FTEs Dedicated to Thought Leader Development in 2013 and 2014 at US Groups
  • Figure 3.14: Changes in Thought Leader Development Staffing from 2013 to 2014 at US Groups
  • Figure 3.15: Percentage of Medical Affairs Budget Dedicated to Thought Leader Development at US Groups
  • Figure 3.16: 2013 Budget for Thought Leader Development at US Groups
  • Figure 3.17: Change in Thought Leader Development Budget from 2013-2014 at US Groups
  • Figure 3.18: Number of FTEs Dedicated to Thought Leader Development in 2013 and 2014 at Global Groups
  • Figure 3.19: Change in Thought Leader Development Staffing from 2013 to 2014 at Global Groups
  • Figure 3.20: Percentage of Medical Affairs Budget Dedicated to Thought Leader Development at Global Groups
  • Figure 3.21: 2013 Budget for Thought Leader Development at Global Groups
  • Figure 3.22: Change in Thought Leader Development Budget from 2013-2014 at Global Groups
  • Figure 3.23: Number of FTEs Dedicated to Thought Leader Development in 2013 and 2014 at Country-Level Groups
  • Figure 3.24: Change in Thought Leader Development Staffing from 2013 to 2014 at Country-Level Groups
  • Figure 3.25: Percentage of Medical Affairs Budget Dedicated to Thought Leader Development at Country-Level Groups
  • Figure 3.26: 2013 Budget for Thought Leader Development at Country-Level Groups
  • Figure 3.27: Change in Thought Leader Development Budget From 2013-2014 at Country-Level Groups

Medical Affairs Technology and Thought Leader Documentation

  • Figure 3.28: Percentage of US Medical Groups with Responsibility Over Physician-interaction Database
  • Figure 3.29: Type of Physician Database Used by US Medical Affairs Groups
  • Figure 3.30: Access Granted to Physician-Interaction Database at US Medical Affairs Groups
  • Figure 3.31: Usage of Newer Technology by US Medical Affairs Groups
  • Figure 3.32: Age of Physician-Interaction Database Used by US Medical Affairs Groups
  • Figure 3.33: Percentage of Global Medical Groups with Responsibility Over Physician-Interaction Database
  • Figure 3.34: Type of Physician-Interaction Database Used by Global Medical Affairs Groups
  • Figure 3.35: Access Granted to Physician-Interaction Database at Global Medical Affairs Groups
  • Figure 3.36: Usage of Newer Technology by Global Medical Affairs Groups
  • Figure 3.37: Age of Physician-Interaction Database Used by Global Medical Affairs Groups
  • Figure 3.38: Percentage of Country-Level Medical Groups with Responsibility Over Physician- Interaction Database
  • Figure 3.39: Type of Physician-Interaction Database Used by Country-Level Medical Affairs Groups
  • Figure 3.40: Usage of Newer Technology by Country-Level Medical Affairs Groups
  • Figure 3.41: Age of Physician-Interaction Database Used by Country-Level Medical Affairs Groups

Medical Communications: Balancing Medical Information Resources and Managing Company Publications

  • Figure 4.1: Percentage of Medical Affairs Groups with Responsibility Over Medical Information
  • Figure 4.2: Percentage of Medical Affairs Groups with Responsibility Over Medical Publications

The Burgeoning Role of Companies' Medical Information Teams

  • Figure 4.3: Number of FTEs Dedicated to Medical Information in 2013 and 2014 at US Groups
  • Figure 4.4: Changes in Medical Information Staffing from 2013 to 2014 at US Groups
  • Figure 4.5: Percentage of Medical Affairs Budget Dedicated to Medical Information at US Groups
  • Figure 4.6: 2013 Budget for Medical Information at US Groups
  • Figure 4.7: Change in Medical Information Budget from 2013-2014 at US Groups
  • Figure 4.8: Number of FTEs Dedicated to Medical Information in 2013 and 2014 at Global Groups
  • Figure 4.9: Change in Medical Information Staffing from 2013 to 2014 at Global Groups
  • Figure 4.10: Percentage of Medical Affairs Budget Dedicated to Medical Information at Global Groups
  • Figure 4.11: 2013 Budget for Medical Information at Global Groups
  • Figure 4.12: Change in Medical Information Budget from 2013-2014 at Global Groups
  • Figure 4.13: Number of FTEs Dedicated to Medical Information in 2013 and 2014 at Country-Level Groups
  • Figure 4.14: Change in Medical Information Staffing from 2013 to 2014 at Country-Level Groups
  • Figure 4.15: Percentage of Medical Affairs Budget Dedicated to Medical Information at Country- level Groups
  • Figure 4.16: 2013 Budget for Medical Information at Country-Level Groups
  • Figure 4.17: Change in Medical Information Budget from 2013-2014 at Country-Level Groups

Leveraging Medical Publications Teams to Support Companies' Clinical Trial Activities

  • Figure 4.18: Number of FTEs Dedicated to Medical Publications in 2013 and 2014 at US Groups
  • Figure 4.19: Changes in Medical Publications Staffing from 2013 to 2014 at US Groups
  • Figure 4.20: Percentage of Medical Affairs Budget Dedicated to Medical Publications at US Groups
  • Figure 4.21: 2013 Budget for Medical Publications at US Groups
  • Figure 4.22: Change in Medical Publications Budget from 2013-2014 at US Groups
  • Figure 4.23: Number of FTEs Dedicated to Medical Publications in 2013 and 2014 at Global Groups
  • Figure 4.24: Change in Medical Publications Staffing from 2013 to 2014 at Global Groups
  • Figure 4.25: Percentage of Medical Affairs Budget Dedicated to Medical Publications at Global Groups
  • Figure 4.26: 2013 Budget for Medical Publications at Global Groups
  • Figure 4.27: Change in Medical Publications Budget from 2013-2014 at Global Groups
  • Figure 4.28: Number of FTEs Dedicated to Medical Publications in 2013 and 2014 at Country-Level Groups
  • Figure 4.29: Change in Medical Publications Staffing from 2013 to 2014 at Country-Level Groups
  • Figure 4.30: Percentage of Medical Affairs Budget Dedicated to Medical Publications at Country- Level Groups
  • Figure 4.31: 2013 Budget for Medical Publications at Country-Level Groups
  • Figure 4.32: Change in Medical Publications Budget from 2013-2014 at Country-Level Groups

Investigator Initiated Trials and Medical Grants

  • Figure 5.1: Percentage of Medical Affairs Groups with Responsibility Over Investigator Initiated Trials
  • Figure 5.2: Percentage of Medical Affairs Groups with Responsibility Over Medical Grants

Investigator Initiated Trials Support Medical Affairs and Market Access Functions

  • Figure 5.3: Number of FTEs Dedicated to Investigator Initiated Trials in 2013 and 2014 at US Groups
  • Figure 5.4: Change in Investigator Initiated Trials Staffing from 2013 to 2014 at US Groups
  • Figure 5.5: Percentage of Medical Affairs Budget Dedicated to Investigator Initiated Trials at US Groups
  • Figure 5.6: 2013 Budget for Investigator Initiated Trials at US Groups
  • Figure 5.7: Change in Investigator Initiated Trials Budget from 2013-2014 at US Groups
  • Figure 5.8: Number of FTEs Dedicated to Investigator Initiated Trials in 2013 and 2014 at Global Groups
  • Figure 5.9: Change in Investigator Initiated Trials Staffing from 2013 to 2014 at Global Groups
  • Figure 5.10: Percentage of Medical Affairs Budget Dedicated to Investigator Initiated Trials at Global Groups
  • Figure 5.11: 2013 Budget for Investigator Initiated Trials at Global Groups
  • Figure 5.12: Change in Investigator Initiated Trials Budget from 2013-2014 at Global Groups
  • Figure 5.13: Number of FTEs Dedicated to Investigator Initiated Trials in 2013 and 2014 at Country- Level Groups
  • Figure 5.14: Change in Investigator Initiated Trials Staffing from 2013 to 2014 at Country-Level Groups
  • Figure 5.15: Percentage of Medical Affairs Budget Dedicated to Investigator Initiated Trials at Country-Level Groups
  • Figure 5.16: 2013 Budget for Investigator Initiated Trials at Country-Level Groups
  • Figure 5.17: Change in Investigator Initiated Trials Budget from 2013-2014 at Country-Level Groups

Medical Grants Complement Market Access Efforts

  • Figure 5.18: Number of FTEs Dedicated to Medical Grants in 2013 and 2014 at US Groups
  • Figure 5.19: Change in Medical Grants Staffing from 2013 to 2014 at US Groups
  • Figure 5.20: Percentage of Medical Affairs Budget Dedicated to Medical Grants at US Groups
  • Figure 5.21: 2013 Budget for Medical Grants at US Groups
  • Figure 5.22: Change in Medical Grants Budget from 2013-2014 at US Groups
  • Figure 5.23: Number of FTEs Dedicated to Medical Grants in 2013 and 2014 at Global Groups
  • Figure 5.24: Change in Medical Grants Staffing from 2013 to 2014 at Global Groups
  • Figure 5.25: Percentage of Medical Affairs Budget Dedicated to Medical Grants at Global Groups
  • Figure 5.26: 2013 Budget for Medical Grants at Global Groups
  • Figure 5.27: Change in Medical Grants Budget from 2013-2014 at Global Groups
  • Figure 5.28: Number of FTEs Dedicated to Medical Grants in 2013 and 2014 at Country-Level Groups
  • Figure 5.29: Change in Medical Grants Staffing from 2013 to 2014 at Country-Level Groups
  • Figure 5.30: Percentage of Medical Affairs Budget Dedicated to Medical Grants at Country-Level Groups
  • Figure 5.31: 2013 Budget for Medical Grants at Country-Level Groups
  • Figure 5.32: Change in Medical Grants Budget from 2013-2014 at Country-Level Groups

Medical Education and Speaker Programs

  • Figure 6.1: Percentage of Medical Affairs Groups with Responsibility Over Medical Education
  • Figure 6.2: Percentage of Medical Affairs Groups with Responsibility Over Speaker Programs

Medical Education Importance Varies by Company

  • Figure 6.3: Number of FTEs Dedicated to Medical Education in 2013 and 2014 at US Groups
  • Figure 6.4: Change in Medical Education Staffing from 2013 to 2014 at US Groups
  • Figure 6.5: Percentage of Medical Affairs Budget Dedicated to Medical Education at US Groups
  • Figure 6.6: 2013 Budget for Medical Education at US Groups
  • Figure 6.7: Change in Medical Education Budget from 2013-2014 at US Groups
  • Figure 6.8: Number of FTEs Dedicated to Medical Education in 2013 and 2014 at Global Groups
  • Figure 6.9: Change in Medical Education Staffing from 2013 to 2014 at Global Groups
  • Figure 6.10: Percentage of Medical Affairs Budget Dedicated to Medical Education at Global Groups
  • Figure 6.11: 2013 Budget for Medical Education at Global Groups
  • Figure 6.12: Change in Medical Education Budget from 2013-2014 at Global Groups
  • Figure 6.13: Number of FTEs Dedicated to Medical Education in 2013 and 2014 at Country-Level Groups
  • Figure 6.14: Change in Medical Education Staffing from 2013 to 2014 at Country-Level Groups
  • Figure 6.15: Percentage of Medical Affairs Budget Dedicated to Medical Education at Country- Level Groups
  • Figure 6.16: 2013 Budget for Medical Education at Country-Level Groups
  • Figure 6.17: Change in Medical Education Budget from 2013-2014 at Country-Level Groups

Speaker Programs Cope with Sunshine Act's Transparency Requirements

  • Figure 6.18: Number of FTEs Dedicated to Speaker Programs in 2013 and 2014 at US Groups
  • Figure 6.19: Change in Speaker Programs Staffing from 2013 to 2014 at US Groups
  • Figure 6.20: Percentage of Medical Affairs Budget Dedicated to Speaker Programs at US Groups
  • Figure 6.21: 2013 Budget for Speaker Programs at US Groups
  • Figure 6.22: Change in Speaker Programs Budget from 2013-2014 at US Groups
  • Figure 6.23: Number of FTEs Dedicated to Speaker Programs in 2013 and 2014 at Global Groups
  • Figure 6.24: Change in Speaker Programs Staffing from 2013 to 2014 at Global Groups
  • Figure 6.25: Percentage of Medical Affairs Budget Dedicated to Speaker Programs at Global Groups
  • Figure 6.26: 2013 Budget for Speaker Programs at Global Groups
  • Figure 6.27: Change in Speaker Programs Budget from 2013-2014 at Global Groups
  • Figure 6.28: Number of FTEs Dedicated to Speaker Programs in 2013 and 2014 at Country-Level Groups
  • Figure 6.29: Change in Speaker Programs Staffing from 2013 to 2014 at Country-Level Groups
  • Figure 6.30: Percentage of Medical Affairs Budget Dedicated to Speaker Programs at Country-Level Groups
  • Figure 6.31: 2013 Budget for Speaker Programs at Country-Level Groups
  • Figure 6.32: Change in Speaker Programs Budget from 2013-2014 at Country-Level Groups

Expanding Responsibilities in Medical Affairs

  • Figure 7.1: Percentage of Medical Affairs Groups with Responsibility Over Health Economics
  • Figure 7.2: Percentage of Medical Affairs Groups with Responsibility Over Pharmacovigilance/drug Safety

Health Economics Pairs Medical Affairs with Market Access

  • Figure 7.3: Number of FTEs Dedicated to Health Economics in 2013 and 2014 at All Companies
  • Figure 7.4: Change in Health Economics Staffing from 2013 to 2014 at All Companies
  • Figure 7.5: Percentage of Medical Affairs Budget Dedicated to Health Economics at All Companies
  • Figure 7.6: Change in Health Economics Budget from 2013-2014 at All Companies

Drug Safety and Pharmacovigilance Influences Medical Affairs Priorities

  • Figure 7.7: Number of FTEs Dedicated to Drug Safety in 2013 and 2014 at All Companies
  • Figure 7.8: Change in Drug Safety Staffing from 2013 to 2014 at All Companies
  • Figure 7.9: Percentage of Medical Affairs Budget Dedicated to Drug Safety at All Companies
  • Figure 7.10: Change in Drug Safety Budget from 2013-2014 at All Companies

Regulatory Affairs and Compliance Key Parts of Medical Affairs Functions

  • Figure 7.11: Percentage of Medical Affairs Groups with Responsibility Over Regulatory Affairs
  • Figure 7.12: Percentage of Medical Affairs Groups with Responsibility Over Compliance
  • Figure 7.13: Number of FTEs Dedicated to Regulatory Affairs in 2013 and 2014 at All Companies
  • Figure 7.14: Percentage of Medical Affairs Budgets Dedicated to Regulatory Affairs at All Companies
  • Figure 7.15: Number of FTEs Dedicated to Compliance in 2013 and 2014 at All Companies
  • Figure 7.16: Percentage of Medical Affairs Budgets Dedicated to Compliance at All Companies

Medical Affairs Team Profiles

  • Figure 8.1: Company 25 Medical Affairs Structure
  • Figure 8.2: Company 25 Medical Affairs Budget
  • Figure 8.3: Company 25 Medical Affairs Staffing
  • Figure 8.4: Company 25 Medical Affairs Technology
  • Figure 8.5: Company 5 Medical Affairs Structure
  • Figure 8.6: Company 5 Medical Affairs Budget and Staffing
  • Figure 8.7: Company 5 Medical Affairs Technology
  • Figure 8.8: Company 36 Medical Affairs Structure
  • Figure 8.9: Company 36 Medical Affairs Budget
  • Figure 8.10: Company 36 Medical Affairs Staffing
  • Figure 8.11: Company 36 Medical Affairs Technology
  • Figure 8.12: Company 4 Medical Affairs Structure
  • Figure 8.13: Company 4 Medical Affairs Budget
  • Figure 8.14: Company 4 Medical Affairs Staffing
  • Figure 8.15: Company 4 Medical Affairs Technology
  • Figure 8.16: Company 7 Medical Affairs Structure
  • Figure 8.17: Company 7 Medical Affairs Budget
  • Figure 8.18: Company 7 Medical Affairs Staffing and Technology
  • Figure 8.19: Company 22 Medical Affairs Structure
  • Figure 8.20: Company 22 Medical Affairs Budget
  • Figure 8.21: Company 22 Medical Affairs Staffing and Technology
  • Figure 8.22: Company 22 Medical Affairs Technology
  • Figure 8.23: Company 23 Medical Affairs Structure
  • Figure 8.24: Company 23 Medical Affairs Budget
  • Figure 8.25: Company 23 Medical Affairs Staffing
  • Figure 8.26: Company 23 Medical Affairs Technology
  • Figure 8.27: Company 8 Medical Affairs Structure
  • Figure 8.28: Company 8 Medical Affairs Budget
  • Figure 8.29: Company 8 Medical Affairs Staffing
  • Figure 8.30: Company 8 Medical Affairs Technology
  • Figure 8.31: Company 9 Medical Affairs Structure
  • Figure 8.32: Company 9 Medical Affairs Budget
  • Figure 8.33: Company 9 Medical Affairs Technology
  • Figure 8.34: Company 3 Medical Affairs Structure
  • Figure 8.35: Company 3 Medical Affairs Budget
  • Figure 8.36: Company 3 Medical Affairs Staffing
  • Figure 8.37: Company 3 Medical Affairs Technology
  • Figure 8.38: Company 29 Medical Affairs Structure
  • Figure 8.39: Company 29 Medical Affairs Budget
  • Figure 8.40: Company 29 Medical Affairs Staffing And Technology
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