Pharmacoeconomics and Health Outcomes

Summary

With ever-increasing pressures from managed care organizations, government agencies, pharmacy benefit managers and other reimbursement groups for pharmaceutical companies to prove their products' value, pharmacoeconomics is a becoming a more and more important science. Empowered and well-funded health outcomes groups can help pharma companies earn their way on to tough-to-crack formularies, justify premium pricing, and provide convincing data for sales forces influencing prescribers. These groups can also inform early research termination decisions, help judge partnership opportunities and much more.

Pharmacoeconomics and Health Outcomes: Driving Formulary Access and Reimbursement examines the inner workings of pharmacoeconomics and health outcomes functions. From structures and communication links to budget amounts and control to departmental staffing levels, the report details the strategies of some of the industry's top pharmacoeconomics groups.

The information contained within this report is gathered from numerous global pharmacoeconomics and health outcomes directors, associate directors and leaders. From phase- by-phase brand-level pharmacoeconomics spending to resource allocation, this report guides health outcomes groups to greater success.

This report is divided into 9 chapters. The first 8 chapters profile each participating company's pharmacoeconomics/health outcomes department. The last chapter provides comparisons across all of the examined groups.

Chapter 1: Company 1 Profile

Company 1 is a small pharmaceutical company serving the US market. Focused on two core therapeutic areas, the company continues to strengthen its portfolio and to leverage its growing expertise in these arenas. Due to Company 1's small size and limited portfolio, it does not yet have a formal pharmacoeconomics department.

Chapter 2: Company 2 Profile

Company 2 is a US-based pharmaceutical and medical device company ranked among the top 40 pharmas in terms of annual revenues. The company has a strong presence worldwide and continues to strengthen its marketing reach and capabilities. This section focuses on the global pharmacoeconomics group that is responsible for overseeing the company's health economic activities.

Chapter 3: Company 3 Profile

Company 3 is a US-based pharmaceutical company with a strong global presence. The company is ranked among the top 30 pharmaceutical companies in terms of annual revenues, and it continues to grow its portfolio and marketing prowess. The company operates three main global pharmacoeconomic divisions to spearhead its activities. This section focuses on one of the three global divisions.

Chapter 4: Company 4 Profile

Company 4 is a US-based company with global sales that rank it among the industry's top 50 companies. The company is entirely focused on the US market, so the pharmacoeconomics unit described here is the US group; there is no separate global group.

Chapter 5: Company 5 Profile

Company 5 is a US-based pharmaceutical company ranked among the industry's top 20 organizations in terms of annual revenues. The company has a strong global presence in several therapeutic areas. This section focuses on the global group responsible for the company's health economics activities.

Chapter 6: Company 6 Profile

Company 6 is a Europe-based company with global sales that rank it among the industry's top 20 companies. The company has a strong global presence, and the pharmacoeconomics group examined here is the US team, which is separate from the global group.

Chapter 7: Company 7 Profile

Company 7 is a European-based pharmaceutical company ranked among the top 100 pharmas in terms of annual revenues. The company maintains a strong presence in both Europe and the US. The pharmacoeconomics group examined here is the global group, which oversees all of the company's health economics activities.

Chapter 8: Company 8 Profile

Company 8 is a top 5 global pharmaceutical company with a strong presence in virtually every country. The pharmacoeconomics group examined here is the global group, controlling both the global health outcomes group (Europe, Asia, etc.) and the US health outcomes group.

Chapter 9: Cross-Company Measures

This chapter presents graphics comparing measures across the eight profiled pharmacoeconomics/health outcomes groups examined for this report. It includes graphics pertaining to budgets and spending, costs of pharmacoeconomic studies, outsourcing and staff compensation levels.

Contents

• Executive Summary
  • Figure E.1: Effectiveness Ratings of Pharmacoeconomics/Health Outcomes Groups
  • Figure E.2: Pharmacoeconomics/Health Outcomes 2006 Department Budgets
  • Figure E.3: Allocation of Pharmacoeconomics/Health Outcomes Departments'
• Time Resources
  • Figure E.4: Allocation of Pharmacoeconomics/Health Outcomes Departments'
• Monetary Resources
  • Figure E.5: Preclinical Maximum/Minimum Brand-Level Spending
  • Figure E.6: Phase I Maximum/Minimum Brand-Level Spending
  • Figure E.7: Phase II Maximum/Minimum Brand-Level Spending
• Company
  • Figure 1.1: Company 1: Background
  • Figure 1.2: Company 1: Structure Details
  • Figure 1.3: Company 1: Pharmacoeconomics Staffing
  • Figure 1.4: Company 1: Budget for 2006
  • Figure 1.5: Company 1: Pharmacoeconomics/Health Outcomes Funding
  • Figure 1.6: Company 1: Outsourcing
  • Figure 1.7: Company 1: Brand-Level Phase-to-Phase Minimum Spending
  • Figure 1.8: Company 1: Brand-Level Phase-to-Phase Maximum Spending
  • Figure 1.9: Company 1: Time Resource Allocation
  • Figure 1.10: Company 1: Monetary Resource Allocation
  • Figure 1.11: Company 1: Performance Rating/Top Challenges
• Company
  • Figure 2.1: Company 2: Background
  • Figure 2.2: Company 2: Structure Details
  • Figure 2.3: Company 2: Structure
  • Figure 2.4: Company 2: Department Staffing
  • Figure 2.5: Company 2: Budget for 2006
  • Figure 2.6: Company 2: Pharmacoeconomics/Health Outcomes Funding
  • Figure 2.7: Company 2: Outsourcing
  • Figure 2.8: Company 2: Brand-Level Phase-to-Phase Minimum Spending
  • Figure 2.9: Company 2: Brand-Level Phase-to-Phase Maximum Spending
  • Figure 2.10: Company 2: Time Resource Allocation
  • Figure 2.11: Company 2: Monetary Resource Allocation
  • Figure 2.12: Company 2: Performance Rating/Top Challenges
• Company
  • Figure 3.1: Company 3: Background
  • Figure 3.2: Company 3: Structure Details
  • Figure 3.3: Company 3: Structure
  • Figure 3.4: Company 3: Department Staffing
  • Figure 3.5: Company 3: Budget for 2006
  • Figure 3.6: Company 3: Pharmacoeconomics/Health Outcomes Funding
  • Figure 3.7: Company 3: Outsourcing
  • Figure 3.8: Company 3: Brand-Level Phase-to-Phase Minimum Spending
  • Figure 3.9: Company 3: Brand-Level Phase-to-Phase Maximum Spending
  • Figure 3.10: Company 3: Time Resource Allocation
  • Figure 3.11: Company 3: Monetary Resource Allocation
  • Figure 3.12: Company 3: Performance Rating/Top Challenges
• Company
  • Figure 4.1: Company 4: Background
  • Figure 4.2: Company 4: Structure Details
  • Figure 4.3: Company 4: Department Structure
  • Figure 4.4: Company 4: Department Staffing
  • Figure 4.5: Company 4: Budget for 2006
  • Figure 4.6: Company 4: Pharmacoeconomics/Health Outcomes Funding
  • Figure 4.7: Company 4: Outsourcing
  • Figure 4.8: Company 4: Brand-Level Phase-to-Phase Minimum Spending
  • Figure 4.9: Company 4: Brand-Level Phase-to-Phase Maximum Spending
  • Figure 4.10: Company 4: Time Resource Allocation
  • Figure 4.11: Company 4: Monetary Resource Allocation
  • Figure 4.12: Company 4: Performance Rating
• Company
  • Figure 5.1: Company 5: Background
  • Figure 5.2: Company 5: Structure Details
  • Figure 5.3: Company 5: Structure
  • Figure 5.4: Company 5: Department Staffing
  • Figure 5.5: Company 5: Pharmacoeconomics/Health Outcomes Funding
  • Figure 5.6: Company 5: Brand-Level Pharmacoeconomics Spending
  • Figure 5.7: Company 5: Monetary Resource Allocation
  • Figure 5.8: Company 5: Time Resource Allocation
  • Figure 5.9: Company 5: Outsourcing
  • Figure 5.10: Company 5: Performance Rating/Top Challenges
• Company
  • Figure 6.1: Company 6: Background
  • Figure 6.2: Company 6: Structure Details
  • Figure 6.3: Company 6: Department Structure
  • Figure 6.4: Company 6: Department Staffing
  • Figure 6.5: Company 6: Budget for 2006
  • Figure 6.6: Company 6: Pharmacoeconomics/Health Outcomes Funding
  • Figure 6.7: Company 6: Brand-Level Phase-to-Phase Minimum Spending
  • Figure 6.8: Company 6: Brand-Level Phase-to-Phase Maximum Spending
  • Figure 6.9: Company 6: Outsourcing
  • Figure 6.10: Company 6: Time Resource Allocation
  • Figure 6.11: Company 6: Monetary Resource Allocation
  • Figure 6.12: Company 6: Performance Rating/Top Challenges
• Company
  • Figure 7.1: Company 7: Background
  • Figure 7.2: Company 7: Structure Details
  • Figure 7.3: Company 7: Department Staffing
  • Figure 7.4: Company 7: Global Department Structure
  • Figure 7.5: Company 7: Budget for 2006
  • Figure 7.6: Company 7: Pharmacoeconomics/Health Outcomes Funding
  • Figure 7.7: Company 7: Outsourcing
  • Figure 7.8: Company 7: Brand-Level Phase-to-Phase Minimum Spending
  • Figure 7.9: Company 7: Brand-Level Phase-to-Phase Maximum Spending
  • Figure 7.10: Company 7: Time Resource Allocation
  • Figure 7.11: Company 7: Performance Rating/Top Challenges
• Company
  • Figure 8.1: Company 8: Background
  • Figure 8.2: Company 8: Structure Details
  • Figure 8.3: Company 8: Department Staffing
  • Figure 8.4: Company 8: Global Department Structure
  • Figure 8.5: Company 8: Budget for 2006
  • Figure 8.6: Company 8: Pharmacoeconomics/Health Outcomes Funding
  • Figure 8.7: Company 8: Outsourcing
  • Figure 8.8: Company 8: Brand-Level Phase-to-Phase Minimum Spending
  • Figure 8.9: Company 8: Brand-Level Phase-to-Phase Maximum Spending
  • Figure 8.10: Company 8: Time Resource Allocation
  • Figure 8.11: Company 8: Monetary Resource Allocation
  • Figure 8.12: Company 8: Performance Rating/Top Challenges
• Cross-Company Measures
  • Figure 9.1: Pharmacoeconomics/Health Outcomes 2006 Department Budgets
  • Figure 9.2: Pharmacoeconomics/Health Outcomes Funding
• Budgets and Spending
  • Figure 9.3: Preclinical Maximum/Minimum Brand-Level Spending
  • Figure 9.4: Phase I Maximum/Minimum Brand-Level Spending
  • Figure 9.5: Phase II Maximum/Minimum Brand-Level Spending
  • Figure 9.6: Phase IIIa Maximum/Minimum Brand-Level Spending
  • Figure 9.7: Phase IIIb (Submission) Maximum/Minimum Brand-Level Spending
  • Figure 9.8: Phase IV Maximum/Minimum Brand-Level Spending
  • Figure 9.9: Average Costs of Cost-Minimization Studies
  • Figure 9.10: Average Costs of Cost Effectiveness Studies
• Costs of Pharmacoeconomics Studies
  • Figure 9.11: Average Costs of Cost-Benefit Analyses
  • Figure 9.12: Average Costs of Cost-Utility Analyses
  • Figure 9.13: Average Costs of Budget impact Studies
• Outsourcing
  • Figure 9.14: Percentage of Pharmacoeconomics/Health Outcomes Spend Outsourced
  • Figure 9.15: Percentage of Pharmacoeconomics/Health Outcomes Studies Outsourced
• Staff Compensation Levels
  • Figure 9.16: Compensation for Pharmacoeconomics/Health Outcomes Department Heads
  • Figure 9.17: Compensation for Pharmacoeconomics/Health Outcomes Department Management Tier 1
  • Figure 9.18: Compensation for Pharmacoeconomics/Health Outcomes Department Management Tier 2
  • Figure 9.19: Compensation for Pharmacoeconomics/Health Outcomes Department Line Workers
  • Figure 9.20: Compensation increase given for 1 to 2 Years Experience
  • Figure 9.21: Compensation increase given for 2 to 3 Years Experience
  • Figure 9.22: Compensation increase given for 3 to 4 Years Experience
  • Figure 9.23: Compensation increase given for 5+ Years Experience