《艾意凯咨询:2023年医疗通信趋势报告-外包的影响与转型(英文版)(21页).pdf》由会员分享,可在线阅读,更多相关《艾意凯咨询:2023年医疗通信趋势报告-外包的影响与转型(英文版)(21页).pdf(21页珍藏版)》请在三个皮匠报告上搜索。
1、SPECIAL REPORTMedical Communications Trends:Outsourcing Implications and Transformation2 L.E.K.ConsultingAbout L.E.K.ConsultingWere L.E.K.Consulting,a global strategy consultancy working with business leaders to seize competitive advantage and amplify growth.Our insights are catalysts that reshape t
2、he trajectory of our clients businesses,uncovering opportunities and empowering them to master their moments of truth.Since 1983,our worldwide practice spanning the Americas,Asia Pacific and Europe has guided leaders across all industries from global corporations to emerging entrepreneurial business
3、es and private equity investors.Looking for more?Visit .L.E.K.Consulting is a registered trademark of L.E.K.Consulting LLC.All other products and brands mentioned in this document are properties of their respective owners.2023 L.E.K.Consulting LLCSPECIAL REPORTContentsIntroduction.3The importance of
4、 medical communications within an evolving market.4Key trends within medical communications.6Biopharma companies are increasing their investment in medical communications.7Biopharma companies will also increasingly leverage the expertise of medical communications service providers.8Service provider
5、selection criteria are evolving,including a greater focus on digital and quant abilities.9 Within digital,biopharma companies cite unmet needs around content personalization,KPIs,review processes and data capture.11The importance and applicability of HEOR will continue to grow.11Winning strategies f
6、or medical communications service providers.13 Considerations for other types of service providers.18Summary.193 L.E.K.ConsultingSPECIAL REPORTIntroductionThe need for a biopharmaceutical company to articulate a products value to physicians,payers and patients is more complex than ever.More products
7、 are launching that require increasingly nuanced education,such as those within precision medicine,ultra-orphan products and advanced modalities like cell and gene therapies.Competition is also increasing across major disease areas,and payers are placing increased requirements on demonstrating clini
8、cal and economic value to support reimbursement decisions.Additionally,there are now more channels and locations to communicate information,making it easier for content to become fragmented across channels,and there is a need for more global,cross-functional coordination to articulate a cohesive val
9、ue proposition.SPECIAL REPORTThe importance of medical communications within an evolving marketTo help effectively construct and deploy medical communications across commercial marketing,medical affairs and market access,biopharma companies often work with a variety of outsourced medical communicati
10、ons service providers.The outsourced medical communications market is highly fragmented,with service providers ranging from small-scale,specialized mom-and-pop operations to scaled multifunction service providers offering medical communications services across a variety of functions,and it has seen
11、a significant amount of M&A activity in the last decade as service providers seek to build scale.Given how dynamic the medical communications market is,the requirements for what it takes to win are evolving.In this special report,L.E.K.Consulting shares findings from its proprietary Commercial Pharm
12、aceutical Services survey to reflect on key trends driving the market and what a winning medical communications services value proposition looks like.L.E.K.s Commercial Pharmaceutical Services survey covers medical communications as they pertain to three key functions for commercialization:1)commerc
13、ial marketing,2)medical affairs communications and 3)market access communications(see Figure 1).Figure 1L.E.K.definition of medical communications and workflow*Figure 1L.E.K.definition of medical communications and workflow*Three medical communications functions across four steps of the value chain
14、Commercial marketing Marketing information intended to drive product utilization Medical affairs communicationsScientific and educationalinformation related to theproduct that is not intended forbranding/marketing purposes Market access communicationsEconomic and clinical data tosupport decisions on
15、 drugpricing and reimbursement *Definitions do not include field force(e.g.,commercial sales force,medical science liaisons,key account managers)Source:L.E.K.research and analysis targeting key stakeholders PhysiciansPatients(only in theU.S.)PhysiciansPayersStrategydevelopment TargetingContentgenera
16、tion Channeldistribution 4 L.E.K.ConsultingSPECIAL REPORTThe respondents included executives and directors within medical communications at biopharma companies(see Figure 2).Respondents on average had more than 10 years of experience within the industry;additionally,approximately 75%of the responden
17、ts focused their responses on only the U.S.market,while the remainder focused their responses on only the U.K.or both the U.S.and U.K.Biopharma respondents had to work at a company that works with outsourced commercialization service providers at least occasionally for their function(commercial mark
18、eting,medical affairs communications or market access communications)1 and have at least some involvement in service provider selection for their function.Figure 2Survey respondent demographics(roles in medical communications)BiopharmaceuticalTotal N90FunctionCommercial marketing32%Medical affairs c
19、ommunications*36%Market access communications32%Geography*U.S.77%U.K.9%U.S.and U.K.14%Company Revenue$100 million to less than$1 billion32%$1 billion to less than$5 billion19%$5 billion or greater49%TitleDirector or executive director69%Vice president26%Senior vice president or above6%Years of Exper
20、ience3-6 years3%7-9 years11%10 or more years86%Service ProviderTotal N49FunctionCommercial marketing37%Medical affairs communications 24%Market access communications39%Geography*U.S.73%U.K.16%U.S.and U.K.10%Company Revenue$100 million to less than$1 billion61%$1 billion to less than$5 billion20%$1 b
21、illion or greater18%TitleDirector or executive director51%Vice president31%Senior vice president or above18%Years of Experience3-6 years-7-9 years20%10 or more years80%*Refers to a region or country where respondents work commercializing products is primarily focused and where respondents were instr
22、ucted to focus their survey responses(respondents may also focus on additional geographies,but respondents were told to consider the U.S.only,U.K.only,or the U.S.and U.K.in their survey responses,depending on their experience in these countries);all market access respondents focused their responses
23、on the U.S.market*Excluding pharmacovigilanceFor biopharma respondents,97%of commercial marketing,78%of medical affairs and 100%of market access covered the U.S.(plus or minus U.K.)marketFor biopharma respondents,distribution of company revenue by function is as follows(ordered$100 million to less t
24、han$1 billion/$1 billion to less than$5 billion/$5 billion or greater):Commercial marketing 31%/28%/41%;medical affairs 41%/9%/50%;market access 24%/21%/55%Note:Percentages may not add up to 100 due to roundingSource:L.E.K.Commercial Pharmaceutical Services survey5 L.E.K.ConsultingSPECIAL REPORTKey
25、trends within medical communicationsThere are several key trends that will impact medical communications service providers moving forward(see Figure 3).Biopharma companies are increasing their investment in medical communicationsBiopharma companies will also increasingly leverage the expertise of me
26、dical communications service providersWithin digital,biopharma companies cite unmet needs around content personalization,KPIs,review processes and data capture The importance and applicability of HEOR will continue to growService provider selection criteria are evolving,including a greater focus on
27、digital and quant abilitiesNote:KPIs=key performance indicators;HEOR=health economics and outcomes researchSource:L.E.K.research and analysisFigure 3Key trends within the biopharma medical communications market6 L.E.K.ConsultingSPECIAL REPORTChanges in the commercialization landscape are causing bio
28、pharma companies to increase their level of investment in medical communications for a typical product.Approximately 80%of biopharma respondents across medical communications functions expect to increase their investment for a typical product in the next three years due to a range of factors,includi
29、ng increased competition,increased complexity of products and increased multichannel investment requirements(see Figure 4).The expected increase in medical affairs and market access communications is slightly more pronounced than that in commercial marketing,likely reflecting the challenges of educa
30、ting stakeholders on complex products and the increasing requirements to demonstrate value and gain reimbursement.This underlying growth in investment provides strong tailwinds for medical communications service providers.Figure 4Change in biopharma investment in medical communications functions for
31、 a typical product in the next three years(2026)*Survey question:Overall,to what degree do you expect your companys level of investment in function for a typical product(inclusive of both internal spend and spend on external service providers/outsourcing)to change in three years(2026)?Please rate be
32、low on a scale of 1 to 7,where 1 means“significant decrease”and 7 means“significant increase”Source:L.E.K.Commercial Pharmaceutical Services survey 244433350463437333880100All respondents(N=83)Commercial marketing(N=27)Medical affairs communications(N=30)Market access communica
33、tions(N=26)7654321Significantincrease SignificantdecreaseNo changeat allBiopharma companies are increasing their investment in medical communicationsPercentage of biopharma respondents very familiar with or directly involved with the companys total budget or level of investment for their function7 L
34、.E.K.ConsultingSPECIAL REPORTNot only is investment in medical communications increasing,but so is spend on outsourced service providers.As methods of communication become more heterogeneous and the need for a greater level of detail in communications increases,about 65%of biopharma respondents are
35、expecting to increase the proportion of their spend allocated to external medical communications service providers in the next three years,while approximately 15%are expecting a decrease(see Figure 5).Respondents are utilizing service providers for a range of reasons,including to leverage their expe
36、rtise and scalability and supplement insufficient internal resources.Biopharma companies will also increasingly leverage the expertise of medical communications service providersFigure 5Internal and outsourced service provider spend allocation by function*Figure 5Internal and outsourced service prov
37、ider spend allocation by function*Average percentage among biopharmarespondents very familiar with or directly involved with the companys total budget or level of investment for their function*Survey question:What percentage of function spend is allocated toward outsourced service providers for a ty
38、pical product?What do you expect it to account for three years from now?Your best directional sense is fineSource:L.E.K.Commercial Pharmaceutical Services survey 546694639454054453831O255075100 TodayIn three yearsIn three yearsTodayIn three yearsTodayIn three yearsTodayInternalOutsourced
39、service providersAll respondents(N=82)Commercial marketing(N=27)Medical affairscommunications(N=30)Market accesscommunications(N=25)Percentage of respondents expecting increase in proportion of spend outsourced 65%63%70%60%PercentageAverage percentage among biopharma respondents very familiar with o
40、r directly involved with the companys total budget or level of investment for their function8 L.E.K.ConsultingSPECIAL REPORTBiopharma responses differ by function,with medical communications services along the value chain(strategy,targeting,content creation and distribution)benefiting the most from
41、outsourcing.Biopharma respondents within commercial marketing and medical affairs communications believe that content creation and distribution could benefit more from outsourcing than strategy and targeting,which makes sense given the value of having an internally developed strategy and the complex
42、ity of multichannel marketing.Meanwhile,respondents in market access communications believe strategy and content creation are relatively more advantageous than targeting and distribution,which also makes sense given that market access requirements are evolving and crafting a strategy(including healt
43、h economics and outcomes research(HEOR)and payer dossier content development strategy)can be challenging.Service provider selection criteria are evolving,including a greater focus on digital and quant abilitiesSo how can service providers differentiate themselves from those in the biopharma space?Th
44、e top purchase criteria(based on the percentage of respondents indicating that these criteria are moderately to very important)for biopharma respondents vary somewhat across functions(see Figure 6).Commercial marketing respondents place the most emphasis on digital marketing expertise,creative skill
45、 sets and quality Figure 6Top biopharma purchase criteria when selecting a service provider*66%69%76%Figure 6Top biopharma purchase criteria when selecting a service provider*Percentage of biopharma respondents rating each criterion as 6 or 7,where 7 means“very important”*Survey question:How importa
46、nt are the following criteria for your companys selection of a service provider for function today?Please rate each criterion on a scale of 1 to 7,where 1 means“not at all important”and 7 means“very important”(select one)*Tied with“digital communications expertise,”“expertise in complex diseases”and
47、“creative skill sets to complement scientific skill sets”Source:L.E.K.Commercial Pharmaceutical Services survey Commercial marketing(N=29)Medical affairs communications(N=32)Market access communications(N=29)Creative skill sets to complement scientific skill setsQuality of data generation69%Digital
48、marketingexpertise 72%81%Quality of data generationLeading with science*Customer service(e.g.,staff continuity)71%79%83%Quality of data generationQuantitative/analytical capabilitiesAbility to be a thought partnerPercentage of biopharma respondents rating each criterion as 6 or 7,where 7 means“very
49、important”9 L.E.K.ConsultingSPECIAL REPORTof data generation.Within medical affairs,customer service(e.g.,staff continuity)is the most important criterion,followed by quality of generation,leading with science,digital communications expertise,expertise in complex diseases and creative skill sets to
50、complement scientific skill sets.Market access respondents find thought partnership,quality of data generation,and quantitative/analytical abilities to be most important,likely due to the strong component of HEOR in their communications(to be discussed later in more detail).Quality of data generatio
51、n emerged as a top three criterion across functions as companies look to navigate an increasingly data-rich environment;however,this criterion will not be relevant to all service providers.Moving forward,a slight shift is expected in the various functions in terms of the importance of the criteria w
52、eighed when selecting a vendor(see Figure 7).Digital marketing/communications expertise is increasing in importance across all three functions.In addition,commercial marketing will place even greater emphasis on quality of data generation and expertise in complex diseases and will also increasingly
53、focus on the pricing of service providers.According to medical affairs respondents,customization/flexibility of solutions offered,quantitative/analytical capabilities and digital communications expertise are the three criteria most commonly increasing in importance.Meanwhile,market access respondent
54、s anticipate that expertise in complex diseases,quantitative/analytical capabilities and digital marketing expertise will increase in importance most frequently.Figure 7Purchase criteria expected to increase in importance in the next three years*44%55%72%*Survey question:How,if at all,do you expect
55、the importance of the criteria for your companys selection of a service provider for function to change in the next three years?*In addition,some respondents expect each of these criteria to decrease in importance,not reflected hereSource:L.E.K.Commercial Pharmaceutical Services survey Commercial ma
56、rketing(N=29)Medical affairs communications(N=32)Market access communications(N=29)Competitive pricingQuality of data generation52%Digital marketing expertise44%50%Quantitative/analytical capabilities39%45%52%Digital marketing experienceQuantitative/analytical capabilitiesExpertise in complex diseas
57、esExpertise in complex diseases52%Customization/flexibility of solutions offeredDigital communications expertisePercentage of biopharma respondents rating each criterion as increasing in importance*10 L.E.K.ConsultingSPECIAL REPORTHow well does this align with service providers views on the most imp
58、ortant criteria?Overall,at least 75%of service providers emphasize their reputation,digital expertise,customer service,thought partnership,creative skill sets,customer relationships,pricing and quantitative/analytical capabilities when marketing their services to clients(based on the percentage of t
59、hose considering these criteria moderately to very important).However,compared to biopharma companies,on average,service providers rank quality of data generation slightly lower in terms of relative importance,which may be due in part to the fact that not all service providers generate data or offer
60、 data-oriented services.Where relevant,it will be important for service providers to highlight these capabilities given their importance to their biopharma customers.Within digital,biopharma companies cite unmet needs around content personalization,KPIs,review processes and data captureIn recent yea
61、rs,the digitalization of medical communications has been accelerating as providers and patients interact with information across a range of digital channels.Therefore,medical communications will need to keep evolving to become even more effective in the digital world.Biopharma companies will need to
62、 address gaps and unmet needs within their digital strategies,especially better personalizing content to target audiences(e.g.,physicians,patients),developing digital-specific key performance indicators(KPIs),minimizing bottlenecks in review,and improving data capture methods(see Figure 8).The impor
63、tance and applicability of HEOR will continue to growAs the scrutiny that payers place on biopharma companies grows,HEOR is an increasingly important medical communications capability,particularly in market access and medical affairs communications(see Figure 9).HEOR is expected to Figure 8Significa
64、nt unmet needs for an effective digital communications strategy*Survey question:What are the most significant unmet needs,if any,for your digital communications strategy?(Select up to three responses in order of importance)Note:KPIs=key performance indicatorsSource:L.E.K.Commercial Pharmaceutical Se
65、rvices survey 23%12%11%12%Developing digital-specific KPIsBottleneck in medical,legal and regulatory reviewInadequate data capture methodsLack of personalized content48%37%37%34%Rank 1(%)Top 3(%)Rank 1(%)Top 3(%)Percentage of biopharma respondents ranking each criterion as most significant or within
66、 the top three most significant11 L.E.K.ConsultingSPECIAL REPORTbecome more applicable across all areas of communications,including regulatory affairs and public relations.On average,biopharma companies are outsourcing various steps of the HEOR value chain(e.g.,study design,aggregation,reporting)for
67、 35%-50%of their products and expect to maintain this level of outsourcing during the next three years in order to gain greater expertise for complex data analyses required in stricter reimbursement environments and solve for capacity constraints,among other reasons.The expertise they are seeking fr
68、om the service providers extends as early as the study design stage,where biopharma companies are currently using service providers for approximately 35%-40%of their products on average.As HEOR service providers look to capitalize on the growing number of products that may utilize their services,the
69、y should keep in mind the most important purchase criteria that biopharma companies are looking for the ability to capture data from primary and secondary resources,quality of data generation,and service provider experience.2 Additionally,the majority of biopharma companies are working with HEOR ser
70、vice providers that also offer broader medical communications services and the majority also expect it to be important to utilize a single vendor for both.Figure 9Applicability of HEOR to various areas of communication*Figure 9Applicability of HEOR to various areas of communication*Percentage of bio
71、pharma respondents very familiar or directly involved with their companys HEOR rating each criterion as 6 or 7,where 7 means“very applicable”(N=60)7325727549384688Market accesscommunications/pricing and reimbursementnegotiations Medical affairscommunications Healthcare provider
72、marketing communications Product planningPatient marketing communications*Regulatory affairscommunications Public relationscommunications TodayIn three years*Survey question:How applicable is HEOR to the below areas of communication currently(2023)?How applicable do you expect it to be three years f
73、rom now(2026)?Please rate each area below on a scale of 1 to 7,where 1 means“not at all applicable”and 7 means“very applicable”(select one per row)*Only shown to respondents commercializing products in the U.S.(N=53)Respondents who selected“I do not know”for an individual area of communication were
74、included in N above but excluded from the analysis for the relevant areas of communication(1-4 per area)Note:HEOR=health economics and outcomes researchSource:L.E.K.Commercial Pharmaceutical Services survey Percentage of respondentsPercentage of biopharma respondents very familiar or directly involv
75、ed with their companys HEOR rating each criterion as 6 or 7,where 7 means“very applicable”(N=60)12 L.E.K.ConsultingSPECIAL REPORTSo how can service providers adapt their strategy to maintain relevancy?While there is no one-size-fits-all strategy within medical communications,there are specific arche
76、types of companies that will be able to navigate the coming shifts more easily.Given the evolution of the market,there are several interesting service provider models for operating in the space(see Figure 10):Scaled multifunction service provider,offering services across the value chain for two or m
77、ore medical communications functions Functional expert,offering a full suite of solutions across the value chain for a single function(e.g.,medical affairs expert)Value chain specialist,offering a full suite of solutions within a single step of the value chain(e.g.,targeting)across multiple function
78、s(e.g.,commercial marketing,medical affairs,market access)Data and analytics provider,either focusing on a single function or covering multiple functions Point solution service provider,focusing on a single step of the value chain(e.g.,content creation)for a specific function(e.g.,market access;ofte
79、n,these providers are mom-and-pop shops)Within each of these archetypes,service providers may specialize in a certain therapeutic area or therapeutic modality or offer their services more broadly.Each of these unique archetypes has its own requirements to maintain success moving forward.Winning stra
80、tegies for medical communications service providers13 L.E.K.ConsultingSPECIAL REPORTFigure 10Medical communications service provider archetypes|Confidential|Draft10Scaled multifunction service providerFigure 10Medical communications service provider archetypesCommercial marketingMedical affairsMarke
81、t accessValue chainFunctionData and analytics providerPoint solutionStrategyTargetingContent creationContent distributionData and analytics providerEnablersFunctional expertILLUSTRATIVESource:L.E.K.research and analysisValue chain specialist14 L.E.K.ConsultingSPECIAL REPORTThe number of scaled multi
82、function service providers within medical communications is growing due in large part to recent M&A activity.As these service providers work to integrate more of their offerings and form a differentiated market position,they will need to retain and/or build their reputation for best-in-class service
83、s,because,unsurprisingly,all else being equal,biopharma companies would prefer to utilize multiple best-in-class service providers for their medical communications services rather than a single multifunction service provider without best-in-class service (see Figure 11).Considerations for scaled mul
84、tifunction service providersFigure 11Biopharma preference for type of medical communications service provider by function*Survey question:Would you prefer to use a single multifunction service provider or multiple best-in-class service providers for your companys outsourced medical communications ne
85、eds across functions(e.g.,medical affairs,market access and/or commercial marketing communications)?Please rate on a scale of 1 to 7,where 1 means“strong preference for a single,multifunction service provider”and 7 means“strong preference for multiple best-in-class service providers”(select one)*Inc
86、ludes respondents who selected 5,6 and 7Includes respondents who selected 1,2 and 3Source:L.E.K.Commercial Pharmaceutical Services survey575953592292All respondents(N=90)Commercial marketing(N=29)Medical affairs communications(N=32)Market access communications(N=29)Preference f
87、or multiple best-in-class service providers*No preferencePreference for a single multifunction service provider across medical communications functions Percentage of biopharma respondents by function15 L.E.K.ConsultingSPECIAL REPORTThat said,the majority of biopharma companies do see value in a scal
88、ed multifunction service provider if they are able to execute at par with best-in-class service providers.More than two-thirds of biopharma respondents indicated they believe that combining expertise across market access,commercial marketing and medical affairs within a single service provider would
89、 be or is valuable(see Figure 12).Among biopharma respondents who have recently worked with multifunction service providers or are aware of their use and whose company is currently working with or has previously worked with such service providers,nearly 75%believe that they provide improved services
90、 due to a higher convergence of relevant skills across the three medical communications functions,and two-thirds are at least somewhat satisfied with the services offered by these providers.7086985100Combining expertise across market access,commercial marketing and m
91、edical affairs in a single service provider would be or is valuable for my company(N=89)Multifunction medical communications service providers deliver improved services due to a higher convergence of skills across the three functions(N=68)My company is highly satisfied with services offered by a mul
92、tifunction medical communications service provider(N=66)Multifunction medical communications service providers offer each of their service lines in silos and need to improve the coordination across them(N=68)Medical communications service providers are chosen by separate decision-makers within each
93、function rather than a single decision-maker across functions(N=88)Value propositionPurchasing processPerformanceAgreeNeutralDisagree*Defined as a service provider that delivers communications services across at least two functions between medical affairs,market access and commercial marketing*Surve
94、y question:Please state your level of agreement with the following statements:Please rate below on a scale of 1 to 7,where 1 means“strongly disagree”and 7 means“strongly agree”(select one per row)Among respondents who have directly worked with a multifunction service provider in the past three years
95、 or are aware of the service providers or whose company is currently working with a multifunction medical communications service provider or has in the past three yearsAgree includes respondents who selected 5,6 or 7Disagree includes respondents who selected 1,2 or 3Source:L.E.K.Commercial Pharmaceu
96、tical Services surveyFigure 12Biopharma perspectives on multifunction service provider value proposition,performance and purchasing process*Percentage of biopharma respondents16 L.E.K.ConsultingSPECIAL REPORTHowever,since a lot of scaled multifunction providers are in the early days of fully integra
97、ting all their offerings,they can further improve their delivery of their value proposition.Today,the majority of biopharma respondents,who have recently worked with or are aware of scaled multifunction service providers and whose companies are working with or have worked with one,believe that they
98、offer their services in silos and need to improve their coordination across functions.As they mature and integrate,scaled multifunction vendors can accomplish this by streamlining the number of relationship managers and points of contact,unifying their service models,and aligning their recommendatio
99、ns across functions,where appropriate.In addition,the majority of biopharma respondents note that while their company does coordinate across functions at least sometimes to select service providers,ultimately they are chosen by separate decision-makers within each function,so scaled multifunction se
100、rvice providers will need to continue to leverage their reputation within one function when trying to win business in another function.17 L.E.K.ConsultingSPECIAL REPORT Functional experts:Functional experts need to remain competitive with specialized point solution players and demonstrate that they
101、can offer a seamless customer experience across all stages of the value chain,from strategy to content distribution.They should seek to serve a given functions medical communications needs as comprehensively as possible to keep customers from seeking other external solutions.Value chain specialists:
102、Within a function,a value chain specialist must coordinate seamlessly with other service providers at different points along the value chain to integrate information and align outputs.They must also focus on cross-selling to maximize their opportunity to work across functions within a biopharma comp
103、any.Data and analytics providers:Data and analytics can be used to support multiple different steps along the value chain,such as targeting,content generation and distribution.Service providers solely or mainly offering data and analytics services must demonstrate a broader understanding of their cu
104、stomers goals and operational needs,offer a flexible solution that can integrate with their customers infrastructure or can be easily used by customers,and provide strong project management to ensure coordination and handoff with other service providers and their customers.Point solution service pro
105、viders:Highly specialized service providers serving only one step of the value chain for one function must offer best-in-class expertise,thought leadership and customer service.In addition,they need to be able to coordinate well with other service providers to offer a seamless customer experience.Co
106、nsiderations for other types of service providers18 L.E.K.ConsultingSPECIAL REPORTSummaryAs medical communications continue to evolve,increase in complexity and drive toward a digital future,service providers will remain key to unlocking greater value.Those who serve as thought partners,offer digita
107、l and analytical expertise,help biopharma companies build and execute their digital communications strategies,and enable them to use HEOR as a powerful tool for communicating their products value will be well positioned to grow share.There is room for both focused and specialized and scaled multifun
108、ction providers to succeed in this evolving market.For more information,please contact .Endnotes1More than 98%of screened respondents met this criterion2Based on the percentage of respondents rating these criteria as 6 or 7 out of 7 importance,where 7 means“very important”19 L.E.K.ConsultingSPECIAL
109、REPORT20 L.E.K.ConsultingAbout the authorsJenny MackeyPRINCIPAL,NEW YORKJenny Mackey is a Principal in L.E.K Consultings Life Sciences practice and the Director of L.E.K.s Healthcare Insights Center.In her role as a Principal,Jenny focuses on the biopharmaceutical sector and advises clients on a ran
110、ge of issues,including R&D portfolio prioritization,new product planning,forecasting and valuation,and organizational performance and development.In the Healthcare Insights Center,she is focused on generating insights and thought leadership on topics and trends with major impact across the healthcar
111、e industry.Parth TrivediSENIOR ASSOCIATE CONSULTANT,BOSTONParth Trivedi is a Senior Associate Consultant in L.E.K.Consultings Boston office and a member of the Life Sciences practice.Parths work focuses on corporate and business-unit growth strategy,R&D portfolio optimization and management,and tran
112、saction support across biopharma,diagnostics,bioprocessing and pharmaceutical services.Ian TzengMANAGING DIRECTOR AND PARTNER,BOSTONIan Tzeng is a Managing Director and Partner in L.E.K.Consultings Boston office and leads the firms Pharma Services practice within Life Sciences.Ian joined the company
113、 in 1998 and has extensive experience in growth strategy,regulated markets,innovation,pricing,and mergers and acquisitions.His expertise includes developing strategy for clients in the following areas:pharmaceuticals,vaccines,medical devices,CROs,CDMOs,supply chain operations and distribution,as wel
114、l as commercial,medical and market access services.Matt WheelerMANAGING DIRECTOR AND PARTNER,BOSTONMatt Wheeler is a Managing Director and Partner in L.E.K.Consultings Boston office and a leader in the Pharmaceutical Services practice.Matt joined L.E.K.in 2010 and advises clients on a range of topics,including corporate and business-unit growth strategy,platform and portfolio development,new market prioritization and entry,and strategic M&A.Within the pharmaceutical services space,he has particular expertise and deep experience across clinical services,eClinical tools and commercial services.