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BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 1
Best Practices, LLC
Strategic Benchmarking Research
Oncology Global Strategic Marketing:
Benchmarking Budget Levels & Service Scope
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 2
Topics Included
Research Objective & Study Methodology
Study Overview
Best Practices, LLC conducted this benchmarking study to establish meaningful benchmarks for
the resource levels and the services scope of Global Strategic Marketing (GSM) organizations
supporting Oncology products and programs.
 Total investment for Oncology-GSM
 Distribution of budget across 6 key
functional areas and across product
development phases
 Commercial spend - % budget allocated
at launch & post-launch phases
 Total # FTEs supporting GSM functions
 Distribution of FTEs across 8 major
activity areas
 % FTEs dedicated to developing and
“rest of world” markets
 Use of outsourcing and off-shoring
 # products, labels & programs
supported
 Key Ratios: GSM investment/Oncology
Sales, FTEs/$100M revenue, GSM $/
product, & GSM $/pipeline program
Research Objective: Oncology-Global Strategic
Marketing (GSM) organizations today face increasing
regulatory, regional and competitive challenges
in a crowded market.
This study seeks to help Oncology-GSM leaders
understand the investment levels, marketing
activities, timing and structures needed to
successfully steer products and pipeline programs
through the complex Oncology marketplace.
Research findings provide industry metrics that
will serve as a reference point for GSM leaders in
budgeting and strategic planning.
 Methodology: Best Practices, LLC developed
a customized survey tool to capture industry data
and deployed it to a representative sample of 17
pharmaceutical companies with Oncology
programs and portfolios.
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 3
Participating Companies & Data Segmentation
Large Companies:
• Abbott
• Astellas
• AstraZeneca
• Baxter Oncology GmbH
• Bayer
• Boehringer Ingelheim
• Bristol-Myers Squibb
• Eisai Inc
• Merck Serono
• Onyx Pharmaceuticals
• Sanofi
• Takeda
Emerging Companies:
•Exelixis
•Gilead Sciences, Inc.
•MedImmune
•Monogram Biosciences
•Selvita S.A.
Benchmark participants included GSM leaders supporting Oncology organizations at 17 companies.
The study included both large, established and small, emerging Oncology companies to provide
broadest insights. Data is presented for large and emerging company segments throughout the report.
Participating Companies
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 4
Key Findings 2: Normalized Metrics & Ratios
 GSM Spend per Pipeline Program Averages > $800K at Big Companies: Large company GSM
spend per Oncology program in the pre-launch phases ranges from under $100K to $2 million, with
an average of $805,231. The average for emerging companies is $201,894.
 Large Company GSM Supports Average of 16.4 Oncology Pipeline Programs: GSM organizations
in the large company segment support an average of 16.4 pipeline programs, while emerging companies
support an average of 9.4.
 GSM Spend per In-Market Oncology Product Averages $6.2M: GSM spend per in-market Oncology
product ranges from $200,000 to more than $16 million, with an average of $6.2 million.
 Average per-Label GSM Spend Tops $2.8M: GSM spend per Oncology label ranges from $66,667
to $8.3 million across the benchmark class. On average, the GSM investment per label is $2.8 million.
 GSM Supports Average of <2 Oncology Products & <4 Labels: Large company GSM organizations
support an average of 1.75 in-market Oncology products and 3.75 labels. Emerging company GSM
predominantly supports development programs rather than products, and the averages reflect that
position, with 0.8 products and one label supported.
 Total Oncology-GSM Spend Averages Nearly 1% of Sales: GSM investment as a percentage of total
Oncology sales averages just under 1% for the largest companies (over $1 billion Oncology revenue) in
the benchmark class. Their GSM investment ranges from 0.1% to 2.5% of sales.
 Commercial Investment as Percentage of Sales Averages 0.84%: GSM investment for commercial
phases averages 0.84% of total Oncology product sales for the large company segment. The ratio ranges
from 0.03% to 2%.
The following key findings, observations, insights and metrics emerged from this
benchmarking study.
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 5
Key Findings 5: GSM Leadership & Future Investment Trends
ONCOLOGY-GSM LEADERSHP
 GSM Often Has Full Lifecycle Involvement: A majority of Oncology-GSM groups maintain a
leadership role in the Launch and Post-Launch phases of product development.
 GSM Key Leadership Areas Are Market Intelligence & Marketing: In the early phases of product
development, Oncology-GSM most often takes a lead role in Market Intelligence activities. After
Phase II, Marketing is the area where GSM most frequently leads.
INVESTMENT TRENDS
 Up to 73% Expect Increased GSM Funds for Pipeline Marketing: Budget increases are
anticipated by as many as 73% of benchmark participants for activities supporting the Oncology
pipeline. Activities most often expected to gain are ad boards, marketing and market intelligence.
Few project any decreases.
 Up to 42% Expect GSM Increases for In-Line Product Marketing: More benchmark participants
anticipate GSM investment level decreases and fewer anticipate increases for in-line products than
for pipeline products. Marketing is projected to as the top area for funding increases, and the top
area for cuts is Congresses. Interestingly, companies are evenly split at 33% on whether funding for
Ad Boards will go up, down or remain unchanged.
The following key findings, observations, insights and metrics emerged from this
benchmarking study.
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 6
Marketing Activities Take Biggest Share of Total GSM Spend
At large companies, the top two activity areas—Marketing and Market Intelligence—account
for 51% of the total Oncology-GSM budget. Emerging companies focus even more on those
two key areas, with a combined 68% of total funds channeled there.
N=12
Percentage of GSM Investment Allocated to Key Activity Areas
Q. What percentage of the total Oncology-GSM investment was allocated to each activity
category during the last fiscal year?
Large Companies
N=5
Emerging Companies
OTHER:
Websites,
Training,
Strategic
Council
Training,
E-media
Personalized
Healthcare
Marketing
31%
Market
Intelligence
20%
Global
Congresses
/Convention
Management
20%
Thought
Leaders
/KOLs
11%
Advisory
Boards
9%
Advocacy
5%
Other
4%
Thought
Leaders/
KOLs
10%Market
Intelligence
31%
Ad Boards
11%
Marketing
37%
Congresses/
Conventions
13%
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 7
Product Strategy Has Biggest Share of GSM Marketing Spend
Spending patterns are similar for the large and emerging company segments, with product
strategy consuming more than 70% of total GSM budgets and speaker training taking the smallest
share at only 4%.
N=11
Marketing Activities: Investment Allocation Breakout
Q. Estimate the percentage of the Marketing Activities budget category that was allocated to
each of the following activity sub-categories during the last fiscal year.
Large Companies Emerging Companies
N=4
Websites
Market Access/
Reimbursement
Publications
21%
PR,
Media
9%
Speaker
Training
1%
Product
Strategy
72%
Product Strategy
includes branding,
product campaigning
& strategic marketing
planning.
Other
3%
Product
Strategy
70%
PR,
Media
9%
Pubs
12%
Speaker
Training
5%
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 8
77%
77%
85%
79%
71%
71%
15%
8%
8%
14%
21%
14%
8%
15%
8%
7%
7%
14%
Pre-Clinical
Phase I
Phase II
Phase III
Launch
Post-Launch
Lead Support None
N=14
Role in Market Intelligence Activities by Development Phase
% Responses
Q. For Market Intelligence activities, please indicate the type of role that Oncology Global
Strategic Marketing plays in at each development phase.
Market Intel Activities Most Often Involve GSM Leadership
Market
Intelligence
Activities
Activities
included in
survey definition:
Pricing, Health
Economics,
Market Access,
Market Research,
Forecasting, &
Business/
Competitive
Intelligence
Market Intelligence is the area where GSM organizations most frequently take on a lead role, with
a large majority leading at all product development phases. At Phase II, 85% of participating GSM
organizations take the lead for Marketing Intelligence activities.
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 9
Additional Activities Led or Supported by Oncology-GSM
Q. In the past fiscal year, what other important activities (not listed in survey) were led or
supported by Oncology GSM? (List additional GSM activities conducted at each phase.)
Pre-
Clinical:
Phase I: Phase II: Phase III: Launch:
Post-
Launch
Personalized Healthcare /
Payer evidence
x
Forecasting x x x x
M&S cost planning x x x x
Training x x
Educational programs x
E-media x
Benchmarked GSM-Organizations lead or support a variety of additional activities not included
in the survey. These range from developing e-media to developing payer information around
personalized healthcare.
Additional GSM Activity Involvement by Phase
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 10
Voices from the Field: Key Success Factors in Oncology-GSM
Verbatim Responses from Benchmark Partners
Q. What issues will be critical for Oncology Global Strategic Marketing to address in the next
24-36 months to ensure the success of products your organization hopes to bring to market?
Global Issues
Collaboration
New
Technology,
Markets,
Stakeholders
Market
Access
Other
Success
Factors
“Close co-operation between global, regions and countries – ‘common language’ &
common targets.”
“Ensure development of global brand and quick execution globally.”
“Proper leadership in building the oncology organization (including other functional
areas, such as Medical Affairs).”
“Develop a strong global Medical Affairs organization.”
“Seek appropriate Commercial input on clinical development plans.”
“Gain KOL support earlier than launch phase-- especially if new technology is involved.”
“Understanding the impact of biomarkers and diagnostic capabilities.”
“Personalized medicine, cost of therapy.”
“Define the right target audience, including new stakeholders (e.g., on biomarkers).”
“Patient segmentation, efficacy and safety requirements, personalized care, payer &
market access requirements.”
“Market access is becoming more and more critical.”
“Segment the market so positioning is performed for all market segments.”
“Accelerate uptake through EAP at launch.”
“Strategic planning is vital.”
BEST PRACTICES,
®
LLCCopyright © Best Practices®, LLC 11
About Best Practices, LLC
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.
Best Practices, LLC
6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517
919-403-0251
bestpractices@best-in-class.com
www.best-in-class.com
Link for Report: Benchmarking Budget Levels & Service Scope

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Oncology Global Strategic Marketing Report Summary

  • 1. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 1 Best Practices, LLC Strategic Benchmarking Research Oncology Global Strategic Marketing: Benchmarking Budget Levels & Service Scope
  • 2. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 2 Topics Included Research Objective & Study Methodology Study Overview Best Practices, LLC conducted this benchmarking study to establish meaningful benchmarks for the resource levels and the services scope of Global Strategic Marketing (GSM) organizations supporting Oncology products and programs.  Total investment for Oncology-GSM  Distribution of budget across 6 key functional areas and across product development phases  Commercial spend - % budget allocated at launch & post-launch phases  Total # FTEs supporting GSM functions  Distribution of FTEs across 8 major activity areas  % FTEs dedicated to developing and “rest of world” markets  Use of outsourcing and off-shoring  # products, labels & programs supported  Key Ratios: GSM investment/Oncology Sales, FTEs/$100M revenue, GSM $/ product, & GSM $/pipeline program Research Objective: Oncology-Global Strategic Marketing (GSM) organizations today face increasing regulatory, regional and competitive challenges in a crowded market. This study seeks to help Oncology-GSM leaders understand the investment levels, marketing activities, timing and structures needed to successfully steer products and pipeline programs through the complex Oncology marketplace. Research findings provide industry metrics that will serve as a reference point for GSM leaders in budgeting and strategic planning.  Methodology: Best Practices, LLC developed a customized survey tool to capture industry data and deployed it to a representative sample of 17 pharmaceutical companies with Oncology programs and portfolios.
  • 3. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 3 Participating Companies & Data Segmentation Large Companies: • Abbott • Astellas • AstraZeneca • Baxter Oncology GmbH • Bayer • Boehringer Ingelheim • Bristol-Myers Squibb • Eisai Inc • Merck Serono • Onyx Pharmaceuticals • Sanofi • Takeda Emerging Companies: •Exelixis •Gilead Sciences, Inc. •MedImmune •Monogram Biosciences •Selvita S.A. Benchmark participants included GSM leaders supporting Oncology organizations at 17 companies. The study included both large, established and small, emerging Oncology companies to provide broadest insights. Data is presented for large and emerging company segments throughout the report. Participating Companies
  • 4. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 4 Key Findings 2: Normalized Metrics & Ratios  GSM Spend per Pipeline Program Averages > $800K at Big Companies: Large company GSM spend per Oncology program in the pre-launch phases ranges from under $100K to $2 million, with an average of $805,231. The average for emerging companies is $201,894.  Large Company GSM Supports Average of 16.4 Oncology Pipeline Programs: GSM organizations in the large company segment support an average of 16.4 pipeline programs, while emerging companies support an average of 9.4.  GSM Spend per In-Market Oncology Product Averages $6.2M: GSM spend per in-market Oncology product ranges from $200,000 to more than $16 million, with an average of $6.2 million.  Average per-Label GSM Spend Tops $2.8M: GSM spend per Oncology label ranges from $66,667 to $8.3 million across the benchmark class. On average, the GSM investment per label is $2.8 million.  GSM Supports Average of <2 Oncology Products & <4 Labels: Large company GSM organizations support an average of 1.75 in-market Oncology products and 3.75 labels. Emerging company GSM predominantly supports development programs rather than products, and the averages reflect that position, with 0.8 products and one label supported.  Total Oncology-GSM Spend Averages Nearly 1% of Sales: GSM investment as a percentage of total Oncology sales averages just under 1% for the largest companies (over $1 billion Oncology revenue) in the benchmark class. Their GSM investment ranges from 0.1% to 2.5% of sales.  Commercial Investment as Percentage of Sales Averages 0.84%: GSM investment for commercial phases averages 0.84% of total Oncology product sales for the large company segment. The ratio ranges from 0.03% to 2%. The following key findings, observations, insights and metrics emerged from this benchmarking study.
  • 5. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 5 Key Findings 5: GSM Leadership & Future Investment Trends ONCOLOGY-GSM LEADERSHP  GSM Often Has Full Lifecycle Involvement: A majority of Oncology-GSM groups maintain a leadership role in the Launch and Post-Launch phases of product development.  GSM Key Leadership Areas Are Market Intelligence & Marketing: In the early phases of product development, Oncology-GSM most often takes a lead role in Market Intelligence activities. After Phase II, Marketing is the area where GSM most frequently leads. INVESTMENT TRENDS  Up to 73% Expect Increased GSM Funds for Pipeline Marketing: Budget increases are anticipated by as many as 73% of benchmark participants for activities supporting the Oncology pipeline. Activities most often expected to gain are ad boards, marketing and market intelligence. Few project any decreases.  Up to 42% Expect GSM Increases for In-Line Product Marketing: More benchmark participants anticipate GSM investment level decreases and fewer anticipate increases for in-line products than for pipeline products. Marketing is projected to as the top area for funding increases, and the top area for cuts is Congresses. Interestingly, companies are evenly split at 33% on whether funding for Ad Boards will go up, down or remain unchanged. The following key findings, observations, insights and metrics emerged from this benchmarking study.
  • 6. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 6 Marketing Activities Take Biggest Share of Total GSM Spend At large companies, the top two activity areas—Marketing and Market Intelligence—account for 51% of the total Oncology-GSM budget. Emerging companies focus even more on those two key areas, with a combined 68% of total funds channeled there. N=12 Percentage of GSM Investment Allocated to Key Activity Areas Q. What percentage of the total Oncology-GSM investment was allocated to each activity category during the last fiscal year? Large Companies N=5 Emerging Companies OTHER: Websites, Training, Strategic Council Training, E-media Personalized Healthcare Marketing 31% Market Intelligence 20% Global Congresses /Convention Management 20% Thought Leaders /KOLs 11% Advisory Boards 9% Advocacy 5% Other 4% Thought Leaders/ KOLs 10%Market Intelligence 31% Ad Boards 11% Marketing 37% Congresses/ Conventions 13%
  • 7. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 7 Product Strategy Has Biggest Share of GSM Marketing Spend Spending patterns are similar for the large and emerging company segments, with product strategy consuming more than 70% of total GSM budgets and speaker training taking the smallest share at only 4%. N=11 Marketing Activities: Investment Allocation Breakout Q. Estimate the percentage of the Marketing Activities budget category that was allocated to each of the following activity sub-categories during the last fiscal year. Large Companies Emerging Companies N=4 Websites Market Access/ Reimbursement Publications 21% PR, Media 9% Speaker Training 1% Product Strategy 72% Product Strategy includes branding, product campaigning & strategic marketing planning. Other 3% Product Strategy 70% PR, Media 9% Pubs 12% Speaker Training 5%
  • 8. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 8 77% 77% 85% 79% 71% 71% 15% 8% 8% 14% 21% 14% 8% 15% 8% 7% 7% 14% Pre-Clinical Phase I Phase II Phase III Launch Post-Launch Lead Support None N=14 Role in Market Intelligence Activities by Development Phase % Responses Q. For Market Intelligence activities, please indicate the type of role that Oncology Global Strategic Marketing plays in at each development phase. Market Intel Activities Most Often Involve GSM Leadership Market Intelligence Activities Activities included in survey definition: Pricing, Health Economics, Market Access, Market Research, Forecasting, & Business/ Competitive Intelligence Market Intelligence is the area where GSM organizations most frequently take on a lead role, with a large majority leading at all product development phases. At Phase II, 85% of participating GSM organizations take the lead for Marketing Intelligence activities.
  • 9. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 9 Additional Activities Led or Supported by Oncology-GSM Q. In the past fiscal year, what other important activities (not listed in survey) were led or supported by Oncology GSM? (List additional GSM activities conducted at each phase.) Pre- Clinical: Phase I: Phase II: Phase III: Launch: Post- Launch Personalized Healthcare / Payer evidence x Forecasting x x x x M&S cost planning x x x x Training x x Educational programs x E-media x Benchmarked GSM-Organizations lead or support a variety of additional activities not included in the survey. These range from developing e-media to developing payer information around personalized healthcare. Additional GSM Activity Involvement by Phase
  • 10. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 10 Voices from the Field: Key Success Factors in Oncology-GSM Verbatim Responses from Benchmark Partners Q. What issues will be critical for Oncology Global Strategic Marketing to address in the next 24-36 months to ensure the success of products your organization hopes to bring to market? Global Issues Collaboration New Technology, Markets, Stakeholders Market Access Other Success Factors “Close co-operation between global, regions and countries – ‘common language’ & common targets.” “Ensure development of global brand and quick execution globally.” “Proper leadership in building the oncology organization (including other functional areas, such as Medical Affairs).” “Develop a strong global Medical Affairs organization.” “Seek appropriate Commercial input on clinical development plans.” “Gain KOL support earlier than launch phase-- especially if new technology is involved.” “Understanding the impact of biomarkers and diagnostic capabilities.” “Personalized medicine, cost of therapy.” “Define the right target audience, including new stakeholders (e.g., on biomarkers).” “Patient segmentation, efficacy and safety requirements, personalized care, payer & market access requirements.” “Market access is becoming more and more critical.” “Segment the market so positioning is performed for all market segments.” “Accelerate uptake through EAP at launch.” “Strategic planning is vital.”
  • 11. BEST PRACTICES, ® LLCCopyright © Best Practices®, LLC 11 About Best Practices, LLC 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. Best Practices, LLC 6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517 919-403-0251 bestpractices@best-in-class.com www.best-in-class.com Link for Report: Benchmarking Budget Levels & Service Scope