scientific publications strategy- managing reputation, clinical trial results and commercial...
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Research summary for "Scientific Publications Strategy- Managing Reputation, Clinical Trial Results and Commercial Relevance." Contains longitudinal data from 2007-2011. Contact me to view the full report.TRANSCRIPT
Scientific Publications Strategy: Managing Reputation, Clinical Trial Results and
Commercial Relevance
Best Practices, LLC Benchmarking Report
PageINTRODUCTION 4• Project Methodology and Study Objective 5SUMMARY OF KEY INSIGHTS 6-14UNIVERSE OF LEARNING 15• List of Participating Companies 16• Range of Career Levels Lend Insight 17• Regional Representation 18• Functional Representation 19• Those Who Work for Publications Mostly Have Ph.D. 20• Respondents Serve Various Therapeutic Areas in Publication Function 21• Current Role With Regards To Publication 22• Mostly Vice President Oversee Publication Function 23GLOBAL PUBLICATION ORGANISATION 24• Publication Function Is A Part Of Medical Affairs Group 25• Publication Strategy Shifting To Hybrid Structure 26• Strategy Responsibility 27• Publications Planning Shifting To Hybrid Structure 28• Planning Responsibility 29• Centralized Structure Followed for Publications Plan Delivery 30• Plan Delivery Responsibility 31• Medical Directors Mainly Contribute to Strategy & Plan 32• Other Strategy Contributors 33• Successful Communication Tactics 34• Top Tactics Used to Communicate Publication Strategy 35
Table of Contents
Page• Regional Empowerment 36• Alignment Between the Regional & Global Plans 37 •Plan Delivery Outsourcing 38• FTEs in Publication Function 39• Percent Publications FTEs Outsourced 40• Tasks Outsourced by Publication Group 41-43PUBLICATION STRATEGIES BY PRODUCT 44• Most Effective Publication Vehicle in Early Development 45• Most Effective Publication Vehicle in Phase III-Submission 46• Most Effective Publication Vehicle in Launch-Post-Launch 47• Most Effective Content Type in Early Development 48• Most Effective Content Type in Phase III-Submission 49• Most Effective Content Type in Launch-Post-Launch 50• Most Important Target Audience in Early Development 51• Most Important Target Audience in Phase III-Submission 52• Most Important Target Audience in Launch-Post-Launch 53• Publications Outlet Focus 54-56• Development of Publishing Strategy 57• Stage of Publishing First Abstract & Manuscript 58• Last Stage When Publication Function is Active 59• Publication Produced 60• Abstracts Produced 61• Number of Manuscripts Planned, Produced & Published 62• Number of Publications Issued 63-64
Table of Contents
Page• Mix of Papers Appearing 65MEASURING THE EFFECTIVENESS OF PUBLICATION STRATEGY ACTIVITIES 66
Performance Measures 67-68Paper Acceptance Most Important Measure of Effectiveness 69
Primary Journals Highly Important for Publishing Clinical Results 70MANAGING WITHIN A CHANGING PUBLICATION ENVIRONMENT 71• Planning Neutral or Negative Results 72• Process for Publishing Neutral and Negative Results 73• Increased Emphasis on Regional-Peer Reviewed Journals 74• Emphasis on E-journals Will Decline 75• Increased Importance of Review Articles Over Next Three Years 76• Other Changes Implemented for Publication Excellence 77PUBLICATION BUDGET 78
• Budget Allocated 79• Allocation of Publication Budget in Various Activities 80• Medical Affairs Funds Publication Budget 81• Factors Affecting Publication Budget 82PUBLICATION BEST PRACTICES 83• Top Best Practices for Publication Effectiveness 84• Top Challenges 85• Best Practices for Implementing Successful Scientific Publication Strategy 86
Table of Contents
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Project Methodology and Study Objectives
The study sought to identify best practices that publications groups use successfully today to build scientific credibility and commercial success.Key study objectives
Optimal structure for the global publications functionTransition of global pub function from commercial to clinicalKey internal stakeholders who contribute to publications strategyTactics for handling publication of neutral or negative clinical trial results Impact of transparency guidelines on publications, planning and deliveryStrategy changes for the new marketplace
Global publications are under the microscope with calls for improved transparency and data disclosure. Due to this, global publications leaders find themselves in a balancing act—needing to ensure both scientific credibility and commercial viability. This study investigates the impact of industry and corporate transparency policies on the operation of publication function at Pharma/Biotech Companies.
Summary of Key Insights
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Key Findings (Samples)
Global Peer-reviewed Publications Most Effective Publication Vehicle During Phase III & Post Launch: Relative to 2007, the rating of global peer-reviewed publication “as most effective vehicle” has dropped by 46%. Consequently, an equal 46% of benchmark partners consider global peer-reviewed publication as most effective during phase-III and post launch. Relative to 2007, during early product development phases 20% ofrespondents consider specialty journals as most effective vehicle, while during phase-III 27% lesser benchmark class partners deem specialty journals as most effective vehicle for publication. Benchmark Class Spilt on Structure of Publication Plan Delivery:Relative to 2007, 41% of benchmark class have a centralized structure for Publication Plan delivery in 2011. However, overall the benchmark class is split on the way Publication Plan Delivery is structured. Moreover, as compared to 2007, the responsibility of Global Publication Director has shifted to regional Publication Director for Plan Delivery. In fact, at 25% of Benchmarked organizations regional Publication Director has the ultimate responsibility for Plan Delivery.
The following key findings and insights emerged from the field surveys, direct interviews and study verbatim.
Universe of Learning
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List of Participating Companies
The benchmark class includes 17 participants from 16 companies across the pharmaceutical, biotech and medical device industries.
AbbottAmgenAstraZenecaBecton Dickinson (formerly Merck)Biogen IdecBMSEli Lilly and CompanyGenentech, Inc.GlaxoSmithKlineHuman Genome Sciences, Inc.MerckNPS PharmaceuticalsPfizerShire PharmaceuticalsVertex Pharmaceuticals
2011 2009
AlkermesAstellas Pharma Global DevelopmentBaxter BioScienceBD BiosciencesBoehringer IngelheimCephalon IncEpigenomicsEthicon Inc.GlaxoSmithKlineHuman Genome Sciences, Inc.Janssen Global Services, LLCLundbeck Inc.Novartis Vaccines and DiagnosticsNovo Nordisk Inc.Theravance, Inc.URL
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Range of Career Levels Lend InsightResearch participants’ roles ranged from senior leaders to managers of medical affairs, Publications and Communications.
DirectorHead Global PublicationsSenior Medical WriterMedical DirectorPublications ManagerSenior Director, Medical CommunicationsVP, Strategic & Commercial PlanningMedical Science LiaisonProduct ManagerVPAssociate DirectorManager, Global Medical AffairsDirector, PublicationsMedical Publications LeadHead Global Scientific AffairsDirector, Medical CommunicationsDirector, Global Medical Affairs
Global Director, PublicationsGroup Manager, Publication PlanningSenior Product Manager, Strategic MarketingSenior Director, Global Health EconomicsManager, Global Commercial StrategyAssociate Director, Medical AffairsVice President, Scientific PublicationsSenior Product Manager, Global Medical PublishingDirector, Global Brand StrategySenior Director, Medical CommunicationsTeam Leader, Scientific CommunicationsDirector, Publications Management Team Executive Director, Medical CommunicationsDirector, MarketingExecutive Director, Medical Communications
2011 20092011
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Respondents Serve Various Therapeutic AreasAlmost half of benchmark participants either served the therapeutic areas of central nervous system (CNS) or immunology. Another 41% work said they work with oncology groups.
47% 47%41%
24% 24%18%
12%
41%
CNS Immunology Oncology Cardio-vascular
Respiratory Diabetes Hema-tology
Others N2011=17
• Women's health, wound closure, homeostasis, aesthetic surgery, ENT surgery, Pain medicine, GI, Anti-infective
• Infectious disease, critical care; inflammatory neuropathy, dermatology, urology, vaccines
Please specify the therapeutic area(s) you serve in the scientific publication department. (Check all that apply.)
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Six 6 FTEs Work in Scientific Publications, on AverageThere is only slight variance between the mean and median FTEs that work within Scientific Publications, with a mean of 6 and a median of 5. One company said it had 15 FTEs within its Scientific Publications function in 2011.
15
8
65
21
Max 75thPercentile
Mean Median 25thPercentile
Min
How many FTEs work within your scientific Publications Function?
N2011=13
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Vice President Oversees Publication FunctionSenior management is actively involved in overseeing publication function. Vice presidents oversee the publication function at 53% of the benchmark organizations. More than 75% of the vice presidents report to medical affairs group.
Assistant Director, 6%
Other , 18%Director, 24%
Vice President,
53%
N2011=17
• Senior Director• Head Global Scientific
Affairs
Who oversees your Publications function?
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Best Practices, LLC is a research and consulting firm that conducts work based on the simple yet profound principle that organizations can chart a course to superior economic performance by studying the best business
practices, operating tactics and winning strategies of world-class companies.
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