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Health Economics for Medical Devices: Addressing Payer Concerns with a Successful Value Proposition

出版商 Cutting Edge Information 商品編碼 311714
出版日期 內容資訊 英文 63 Pages
商品交期: 最快1-2個工作天內
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醫療設備的健康經濟學:使用成功的價值命題應對醫療費支付者的疑慮 Health Economics for Medical Devices: Addressing Payer Concerns with a Successful Value Proposition
出版日期: 2014年04月30日 內容資訊: 英文 63 Pages


本報告提供醫療設備的健康經濟學(醫療經濟)的相關調查,HEOR(Health Economics and Outcomes Research)群組結構的實例、案例研究,HEOR群組的人力資源配置及外包活動的基準與最佳業務實踐, 各體驗層級的HEOR地位的補償資料、II級、III級醫療設備的年度HEOR支出資料、主要的HEOR研究相關策略性建議與分析、及群組類型、各地區的資料等。

第1章 根據結構、人力資源配置構築堅固的健康經濟學基礎

第2章 理解醫療設備HEOR支出及外包

第3章 為了維持理想的成本、選擇機關最適合的HEOR研究


Product Code: PH198


  • Position dedicated health economics groups under market access structure.
  • Complete HEOR efforts throughout the product lifecycle.
  • Use outsourcing to fill knowledge gaps and meet market needs.
  • Focus HEOR spending on targeted HEOR studies and payer relationships.
  • Consider product type when determining HEOR study complexity.


Due to their high costs, medical devices are early and easy targets for cost-cutting measures. To succeed against these increasing pressures, device companies arm themselves with health economics data to satisfy payer requirements and maintain optimal price levels. The benchmarks and best practices in this report guide medical device firms to take several steps toward meeting payer needs throughout the product lifecycle:

  • Better understand the competitive landscape and marketplace when making HEOR study decisions.
  • Outsource HEOR activities to fill knowledge gaps and provide data to meet payer demands.
  • Structure medical device HEOR groups to meet payer requirements for information.
  • Allocate budgets and resources effectively for HEOR studies.
  • Understand the annual costs of supporting HEOR for medical device products.
  • Choose the right types of HEOR studies to meet payer demands.


  • Real-company examples and case studies showing device HEOR group structures.
  • Benchmarks and best practices for staffing HEOR groups and outsourcing activities.
  • Compensation data for HEOR positions across different levels of experience.
  • Annual HEOR spending data for Class II and Class III medical devices.
  • Strategic recommendations and insights on selecting HEOR studies that will help drive reimbursement.
  • Data are split, where relevant:
    • By Group Type:
      • Global
      • Country-Level
    • And by Region:
      • US


Chapter - 1

The increasing levels of resources dedicated to health economics and outcomes research highlight the growing importance of these functions. This chapter explores device organizations' HEOR structures and staffing resources. Research in this chapter shows prevalent HEOR team structures at the global and country levels. Data also show how teams leverage staff to complete various cross-functional activities throughout a product's lifecycle. Finally, the chapter examines key trends impacting health economics teams' operations.

Chapter Benefits

  • Transition medical device companies from clinical-oriented to reimbursement-focused teams.
  • Establish dedicated (global and country-level) health economics groups with vice president leadership to ensure that teams have the necessary support.
  • Grow global and country-level health economics teams to navigate increasingly complex reimbursement landscapes.
  • Involve HEOR groups throughout innovative product development.
  • Plan for the continued growth of HEOR and other health economics functions as payers and hospitals increasingly adopt high standards.
  • Leverage payers' emphasis on comparative effectiveness research to gain largest impact on HEOR teams.

Chapter Data

17 charts detailing structure, outsourcing and functions associated with HEOR groups at medical device companies. Where relevant, data are broken down by geography (global/country-level groups).

  • Structure of medical device HEOR groups
  • Function overseeing medical device HEOR groups
  • Number of FTEs dedicated to HEOR functions, by position (global/country-level)
  • Real-company diagrams of medical device HEOR structures
  • HEOR groups involved in activities (global/country-level)
  • Time spent on specific activities (global/country-level)
  • HEOR groups involved in developing innovative new products (by development phase, by company type)
  • Percentage of companies using patient-reported outcomes (PROs)
  • Percentage of companies outsourcing patient-reported outcomes (PROs) activities
  • Reliability of patient-reported outcomes (PROs)

Chapter - 2

This chapter discusses the major activities and cost drivers for HEOR groups at medical device companies. It covers the differences in HEOR spending between Class II and Class III medical devices, as well as how companies should look at the marketplace to understand the role that HEOR groups can play. Companies should make sure that compensation rates for HEOR employees remain competitive. The chapter also examines outsourcing practices and how companies balance in-house activities and third-party vendors.

Chapter Benefits

  • Tailor outsourcing activities to match payer needs in terms of clinical trial data or market research.
  • Understand competition and alternative treatments when determining appropriate HEOR spend.
  • Plan budgets to account for differing levels of support between different types of medical devices.

Chapter Data

7 charts detailing spending and compensation benchmarks for HEOR companies. Where relevant, data are split by category (overhead, salaries, HEOR studies), by activity (managing vendors, government/private payer information, valuating products, organizing data, clinical trial design) and by level (HEOR department head, management, HOL).

  • Annual HEOR spending for Class II and Class III medical devices, by company
  • Percentage of medical device HEOR spending (by category, activity)
  • Annual compensation for HEOR-related positions at medical device companies (base salary, average bonus)
  • Percentage of HEOR budget outsourced annually (by company)

Chapter - 3

This chapter shows the costs and durations of different types of HEOR studies medical device companies conduct to best achieve reimbursement. It also covers the number of each type of study that surveyed companies conduct each year, from 2012 through 2014. This data analysis examines the many different reasons - ranging from cost to marketplace to payers - a company chooses one HEOR study over another.

Chapter Benefits

  • Consider where product falls in treatment pathway when developing HEOR study goals.
  • Set reachable goals for study duration and plan HEOR strategy accordingly.
  • Understand market needs when deciding which types of studies are appropriate.

Chapter Data

13 charts detailing duration, cost and number of studies conducted by HEOR groups. Where relevant, data are split by study type and by geography (global/country).

  • Duration of studies conducted by medical device HEOR teams, by company: all studies
  • Cost of studies conducted by medical device HEOR teams, by study type: all companies

Number of studies conducted by global HEOR teams, by company:

  • Budget impact model (stand-alone)
  • Pricing threshold model
  • Cost effectiveness model
  • All models

Cost of studies conducted by device HEOR teams, by company:

  • Cost effectiveness model
  • Pricing threshold model

Table of Contents

Chapter 1: Building a Robust Health Economics Foundation through Structure and Staffing

Chapter 2: Understanding Medical Device HEOR Spending and Outsourcing

Chapter 3: Selecting the Most Appropriate HEOR Study to Maintain Ideal Cost and Duration

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