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

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

• 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.

Sr. No.	Topic	Slide No.
I.	Executive Summary	p. 4-8
	Research Objectives & Methodology	p. 5
	Participating Companies & Titles	p. 6-7
	Segmentation Criteria	p. 8
II.	HEOR Structure, Collaboration and Involvement	p. 9-31
III.	Launch Investment for HEOR Activities	p. 32-37
IV.	Technology and Tools	p. 38-45
V.	Training and KPIs Measurement	p. 46-51
VI.	HEOR Staffing and Leadership	p. 52-58
VII.	Lessons Learned, Success Factors and Pitfalls	p. 59-63
VIII.	Participant Demographics	p. 64-67
IX.	Appendix	p. 68-76
X.	About Best Practices, LLC	p. 77

• 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

• 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

• 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

• 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

• 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

• 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

• 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