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市場調查報告書

醫療設備製造商的醫療事務 (MA) 部門

Medical Affairs For Medical Device Manufacturers

出版商 Cutting Edge Information 商品編碼 361710
出版日期 內容資訊 英文 55 Pages
商品交期: 最快1-2個工作天內
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醫療設備製造商的醫療事務 (MA) 部門 Medical Affairs For Medical Device Manufacturers
出版日期: 2016年06月30日 內容資訊: 英文 55 Pages
簡介

在醫療設備製造商中,醫療事務 (MA) 部門的作用愈來愈重要。

本報告提供醫療設備製造商的醫療事務 (MA) 部門的相關調查,主要製造商的MA部門範例,部門結構、結構,資源與其分配,各種配合措施,技術利用趨勢等相關彙整。

第1章 能支援擴大的責任和義務的醫療事務 (MA) 部門的結構

  • 主要企業的MA部門的結構的檢驗
  • 部門概要
  • 集中型MA部門 vs 分散式MA部門
  • 特殊的功能、對象地區

第2章 推動MA部門配合措施的財源和人力資源的平衡

  • 年度資金趨勢
  • 預算分配:各功能、地區等

第3章 支持產品MA部門的專門性及技術

  • 產品支援的作用
  • 阻礙MA部門的影響的產業課題
  • MA部門的新技術的利用
    • 跟醫生互動的資料庫
    • 社群媒體
    • 行動醫療應用

第4章 MA部門簡介:由於結構與資源將功能的影響最大化

  • 龍頭企業的MA部門簡介
    • MA部門的背景、結構、資源
    • 技術利用
目錄
Product Code: PH231

EXECUTIVE SUMMARY

Throughout the life sciences industry, medical affairs has become an increasingly visible function. After more than a decade of structural reorganizations - from a function tied closely to commercial operations to a purely scientific department - medical affairs has taken on more internal responsibilities than ever before. Medical affairs teams are ultimately responsible for generating and disseminating medical and clinical information throughout the community. However, they are also called upon to act as internal product experts and to contribute their expertise to clinical, sales and market access teams.

Because of their elevated role within device manufacturers, medical affairs teams are able to impact product development and performance throughout the lifecycle. Often, departments begin working with medical devices during the pre-clinical stage - building relationships with key opinion leaders (KOLs) and contributing to strategic go/no-go decisions. This support continues as subfunctional teams prepare medical publications, organize educational speaking events and deploy medical science liaisons (MSLs) to meet with thought leaders. Medical information teams, which are tasked with answering unsolicited medical inquiries, typically support products well after they enter the market. Some teams continue product support until patent loss.

Though medical affairs tasks are growing, team resources are often still limited. These groups have been largely unaffected by the economic downturn of the late 2000s; several surveyed medical device companies report growing medical affairs budgets. However, both financial and human resources are finite. Medical affairs teams see not only growing internal responsibilities, but also expanding regions of operations as the industry globalizes. Teams must be able to prioritize their operations - focusing funding and personnel on key subfunctions and geographies.

As medical affairs teams' internal roles expand, these groups embrace technology to drive efficiency. Many medical affairs teams look to digital communication via email, social networks and mHealth applications to communicate with physicians and thought leaders. Medical affairs groups are also tasked with maintaining physicianinteraction databases. These groups' continuous interaction with thought leaders positions them as prime candidates to update and monitor these databases.

Table of Contents

Executive Summary

  • Study Definitions

Structuring Medical Affairs Departments to Support Growing Responsibilities

  • Elevating the Role of Medical Affairs in Device Organizations
  • Expanding Medical Affairs Capabilities to Manage Key Territories and subfunctions

Balancing Financial and Human Resources to Drive Medical Affairs Efforts

  • Growing Medical Affairs Budgets to Match Increasing Team Responsibilities
  • Maximizing Human Resources to Drive Medical Affairs Inititiatives

Combining Medical Affairs Expertise and Technology to Support Products

  • Supporting Medical Device Products and Overcoming Industry Challenges
  • Leveraging Databases and Digital Communication to Manage Thought leader Interaction

Medical Affairs Team Profile: Maximizing Functional Impact Through Structure and Resources

Executive Summary

Structuring Medical Affairs Departments to Support Growing Responsibilities

Elevating the Role of Medical Affairs In Device Organizations

  • Figure 1.1: Percentage of Companies with Dedicated Medical Affairs Teams
  • Figure 1.2: Operational Unit Overseeing Medical Affairs: All Companies
  • Figure 1.3: Level of Executive Leading Medical Affairs: All Companies
  • Figure 1.4: Percentage of Companies with Centralized v. Decentralized Medical Affairs Teams

Expanding Medical Affairs Capabilities to Manage Key Territories and Subfunctions

  • Figure 1.5: Percentage of Medical Affairs Teams with Specific Regions of Responsibility
  • Figure 1.6: Percentage of Medical Affairs Teams Housing Specific Subfunctions: All Companies
  • Figure 1.7: Percentage of Medical Affairs Teams Housing Specific Subfunctions: Large and Mid-Size Companies
  • Figure 1.8: Percentage of Medical Affairs Teams Housing Specific Subfunctions: Small Companies
  • Figure 1.9: Percentage of Companies Outsourcing Medical Affairs Tasks
  • Figure 1.10: Percentage of Companies Outsourcing Specific Medical Affairs Activities

Balancing Financial and Human Resources to Drive Medical Affairs Efforts

Medical Affairs Budgets Match Increasing Team Responsibilities

  • Figure 2.1: Annual Medical Affairs Budget, by Company
  • Figure 2.2: Percentage of Medical Affairs Teams Dedicating Budget to Specific Subfunctions: All Companies
  • Figure 2.3: Percentage of Medical Affairs Teams Dedicating Budget to Specific Subfunctions: Large and Mid-Size Companies
  • Figure 2.4: Percentage of Medical Affairs Teams Dedicating Budget to Specific Subfunctions: Small Companies
  • Figure 2.5: Average Percentage of Budget Dedicated to Specific Subfunctions: All Companies
  • Figure 2.6: Average Percentage of Budget Dedicated to Specific Subfunctions: Large/Mid-Size Companies
  • Figure 2.7: Average Percentage of Budget Dedicated to Specific Subfunctions: Small Companies
  • Figure 2.8: Percentage of Global Medical Affairs Budget Allocated to Specific Regions, by Company
  • Figure 2.9: Percentage of Global Medical Affairs Budget Allocated to Canada and the US, by Company
  • Figure 2.10: Percentage of Global Medical Affairs Budget Allocated to European Countries, by Company
  • Figure 2.11: Percentage of Global Medical Affairs Budget Allocated to Asia, Latin America and the Rest of the World, by Company

Maximizing Human Resources to Drive Medical Affairs Inititiatives

  • Figure 2.12: Medical Affairs FTEs Supporting Specific Subfunctions, by Company
  • Figure 2.13: Percentage of Global Medical Affairs FTEs Allocated to Specific Regions, by Company
  • Figure 2.14: Percentage of Global Medical Affairs FTEs Allocated to Canada and the US, by Company
  • Figure 2.15: Percentage of Global Medical Affairs FTEs Allocated to European Countries, by Company
  • Figure 2.16: Percentage of Global Medical Affairs FTEs Allocated to Asia, Latin America and the Rest of the World, by Company

Combining Medical Affairs Expertise and Technology to Support Products

Supporting Medical Device Products and Overcoming Industry Challenges

  • Figure 3.1: Earliest Lifecycle Stage Medical Affairs Teams Support Products
  • Figure 3.2: Latest Lifecycle Stage Medical Affairs Teams Support Products
  • Figure 3.3: Challenges Facing Medical Affairs Teams

Leveraging Databases and Digital Communication to Manage thought Leader Interaction

  • Figure 3.4: Percentage of Companies Using a Physician-Interaction CRM
  • Figure 3.5: Age of Current Physician-Interaction CRMs
  • Figure 3.6: Access Levels Afforded to Specific Employment Levels: All Companies
  • Figure 3.7: Usage of Digital Technology by Medical Affairs Groups

Medical Affairs Team Profile: Maximizing Functional Impact through Structure and Resources

  • Figure 4.1: Company 2 Medical Affairs Background and Structure
  • Figure 4.2: Company 2 Medical Affairs Budget
  • Figure 4.3: Company 2 Medical Affairs Technology
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