pharmaceuticals kpi collection

KPI Collection

Pharmaceuticals MarketingKey Performance Indicators

Benchmarking ApproachA

Firm-wide KPIsB

Function and Process KPIsC

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1mc.sgo3.PharmaMarketing.ODFebruary 2013 © Lab Consulting Partnership, Inc. All Rights Reserved

This Collection Describes OpsDog’s Benchmarking Approach and Key Performance Indicators [KPIs] for Pharmaceuticals Marketing

A. OpsDog’sApproachtoBenchmarking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 • Describes OpsDog’s library of benchmarking KPIs and outlines our typical benchmarking approach

B. Firm-wideBenchmarkingKPIs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 • Reviews OpsDog’s most popular KPIs for analyzing overall organization size, structure and operating

effectiveness. These KPIs are useful for identifying relevant peers.

C. FunctionalBenchmarkingKPIs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 • Defines KPIs used by OpsDog to analyze the size, structure and operating effectiveness of functional

departments typical of many pharmaceutical companies.

A. Pharmaceuticals Marketing

B. Drug Trials

C. Medical Review

D. Medical Advisory Services

E. Patient Assistance Programs

F. Program Reimbursement



OpsDogApproachtoBenchmarking• Describes OpsDog’s library of benchmarking KPIs and outlines our typical

benchmarking approach

ASectio

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What is Process Benchmarking?

Overview

Process benchmarking, sometimes referred to as performance benchmarking or management benchmarking, is quantitatively comparing groups of sequential work activities, known variously as “workflows,” “value streams,” or “business processes.” These “processes” are not the traditional assembly lines that follow documented procedures to produce standardized, tangible products. More often, the term “business process” refers to virtual, less obvious, assembly lines spanning multiple knowledge worker organizations and producing loosely defined, even ad hoc, outputs or work products. Examples include: Order to Cash [for fulfillment processes] and Record to Report [for accounting processes]. Ideally, process benchmarking enables comparison against a widely acknowledged industry standard or industry leader. In practice, this is never straightforward because these processes are highly obscure and few, if any, such standards exist.

Use

Internally [i.e., inside out], process benchmarking is used by managers to assess operations as objectively as possible. These quantified measures are then used to target areas for improvement and set tangible performance goals. Externally, [i.e., outside in] process benchmarking is used to compare the firm’s activities with other firms, sometimes with firms considered to be industry leaders. Process Benchmarking is also used by investors to help identify ‘hidden value’ that might be exploited through deployment of capital. Examples include: management buyouts, activist investments, takeovers, and private placements. Private equity investors have been known to send observers to count a business’ customers, cars in the parking lot, and similar process performance benchmarks to predict earnings or evaluate operational efficiency.

Types

Process Benchmarking can be divided into three broad categories, based on peer groups:

a. Direct competitors – Firms that offer similar products and services to the same customers and markets.

b. Similar industry – Companies active in the same industry that do not compete “head to head.”

c. Out of Industry – Businesses from any industry that may perform similar processes with comparable activities and outputs.

TheFiveTypesofKPIs

1. General Characteristics: Basic info used to provide apples-to-apples comparison

2. Activity Checklist: Compare tasks and activities performed to further apples-to-apples comparison.

3. Organizational: Compare headcounts, structure, reporting levels and centralization.

4. Process: Compare volumes, cycle times, customer service levels, work quality and accuracy.

5. Expense:Compare expense as it relates to employees, operations, technology, etc.



What is Process Benchmarking?[cont.]

History

Benchmarking of goods and services has existed in business since time immemorial. It is known simply as “comparison shopping.” Process benchmarking, however, represents a relatively new approach to business performance measurement. The term “benchmark” has been attributed to various guilds and trades, the earliest being cobblers. According to legend, early shoemakers marked their customers’ foot sizes on their workbenches. The more recent and likely source, however, is land surveyors, who continue to use the term and the practice to this day. A “benchmark” for surveyors was a chiseled horizontal line in a stone that held a leveling rod. This was the measure against which altitudes at other locations were determined. The benchmark was compared to a known altitude, typically mean sea level.

Even today, careful observers can find benchmark icons painted on streets near construction areas: a circle divided into black and white, checkerboard quadrants. Historians and biographers have recorded numerous, perhaps apocryphal, examples of process benchmarking observations requested or conducted by the early titans of business: Vanderbilt, Rockefeller, Ford and others. However, the Xerox Corporation is generally credited with the first formal, institutionalized application of process benchmarking. Facing imminent collapse in the early 1980s, the company looked outside and discovered that it spent twice as long as its Japanese competitors to bring a product to market, employed five times the number of engineers, generated four times the number of design changes, and ultimately incurred three times the total design cost.

Today

Multiple surveys indicate that an increasing number of companies are using tools that involve process benchmarking; however, these efforts are generally not producing meaningful, measurable improvement results. One survey indicated the companies are most likely to use benchmarking for writing their mission statements and designing their customer surveys. But few companies harness the quantitative power of process benchmarking for performance measurement and best practice identification. Another survey indicated that only 15% of the surveyed companies’ benchmarking projects resulted in implementing new practices. One reason: Little, if any, comprehensive, standardized documentation exists for the business processes that companies seek to benchmark.



AboutthisBenchmarkingKPICollection...

Our KPI collections comprise a standardized repository of the most operationally relevant performance measures for a wide range of organizations and industries.

This PharmaceuticalKPICollection is drawn from the Supply Chain section of our Industry-based collections.

OpsDog’sBenchmarkingKPILibrary

Organization-based collections Industry-based collections

SupportGroup

• Finance

• Human Resources

• Marketing

• Information Technology

• Corporate Services

• Compliance/ Audit

• Legal

• Internal Improvement Teams

GeneralLine

• Field Sales & Support

• Customer Service

• Contact Centers

• New Product Development

Supply Chain Operations

• Order Management

• Procurement

• Materials Management

• Production

• Distribution

Services

• Financial Services

– Insurance

– Banking

– Broker/Dealer

– Investment Management

• Media Services

• Information Services

• Health Plans

• Telecommunications

• Utilities

SupplyChain

• Pharmaceuticals

• Chemicals

• Food Production/Processing

• Paper/ Packaging

• Industrial Products/Appliances

• Technology

• Print and Mail

• Consumer Packaged Goods

• Retail and Distribution

• Oil and Gas

KPIs included in the collection have been selected and grouped on the basis of practicality. Over the years, these measures have proven to be the most feasible to collect externally and the easiest to administer for internal operations management.

OpsDog “reuses” these standard KPIs on each of our consulting engagements. This approach enables OpsDog to refresh the data comparisons continuously and avoid redefining costly, one-off comparisons. Similarly, our clients find it helpful to standardize their own internal performance measures and align these with OpsDog’s KPIs to enable cost-efficient external comparisons.



HelpfulTipsforPerformanceMeasurement

OpsDog’s Approach to KPI Selection

Avoidenterprisecomparisons—OpsDog focuses on specific “nuts and bolts” level, quantified comparisons of well-documented operating tasks, routines and ratios. We avoid wholesale comparisons of companies or business lines. Such efforts can rapidly evolve into broad, subjective discussions of qualitative, overarching business philosophies and strategies.

Focusprimarilyonoperational(notcost)comparisons—OpsDog limits cost benchmarks to 20% or less of the total KPIs used in any comparative analysis. Both internal and external cost data frequently include allocations and chargebacks that cannot be unbundled for normalized comparison within a reasonable timeframe.

Targetworkactivitiesandcommonroutinesforcomparison—Business processes and organization structure vary significantly both across and within comparable peer companies. However, the tasks and sub-routines that comprise these processes and organizations are remarkably similar. OpsDog targets these common elements for comparison.

KeepKPIstoamanageablequantity—Most external peers considering participation in a benchmarking effort will tolerate only a small number of readily available KPIs, typically fewer than 20. Prioritize KPIs into several groups to ensure that a small number of essential KPIs are gathered first during each interview. A longer list of “extra credit” questions can be posed to peers willing to spend additional time on the interview. Similarly, internal operating measures for day-to-day use should be restricted to a concise number for each area—roughly six to 10 essential KPIs.



Firm-wideBenchmarkingKPIs• Reviews OpsDog’s most popular KPIs for analyzing overall organization size,

structure and operating effectiveness. These KPIs are useful for identifying relevant peers.

BSection



Firm-wide KPIs

CompanyCharacteristics

1.TotalRevenuesTotal firm-wide revenues as reported in annual reports YE 20XX.

2.TotalOperatingExpenseTotal firm-wide operating expense as reported in annual reports YE 20XX.

3.TotalEmployeeHeadCountTotal number of employees at end of year 20XX.

4.TotalSubsidiaries/SubsidiariesTotal number of national or regional operating subsidiaries.

5.TotalNumberofProductsTotal number of products currently sold; excludes variations in color, size, dosage, etc.

6.NewProductLaunchesTotal number of new products launched in 20XX.

Firm-wideMarketingandMedicalCommunicationsCharacteristics

7.TotalMarketingExpenseDollar amount spent firm-wide on marketing departments and their services, 20XX [where available].

8.TotalMarketingEmployeesTotal number of employees in the corporate marketing departments, as reported in interviews. Figures for business unit groups reported where available.

9.TotalSLSaExpenseDollar amount spent firm-wide on SLS activities and their services, 20XX [where available].

10.TotalSLSEmployeesTotal number of employees in all SLS departments, as reported in interviews, including both corporate and business unit groups.

aSLS–Sales Literature and Samples

11.SLSEmployeeBreakdownTotal number of employees in all SLS departments that report to a centralized, corporate-wide marketing department as a percentage of the total number of SLS employees, as reported in interviews

Ratios

12.RevenueperEmployeeTotal firm-wide revenues as reported in annual reports YE 20XX divided by total number of employees at end of year 20XX.

13.MarketingEmployeesasPercentageofTotalEmployeesTotal marketing employees divided by total employee headcount at end of year 20XX.

14.SLSaEmployeesasPercentageofMarketingEmployeesTotal SLS employees divided by total marketing employees at end of year 20XX.

15.MarketingExpenseasPercentageofRevenueDollar amount spent firm-wide on marketing departments in 20XX divided by total revenue [presented where available].

16.MarketingExpenseperEmployeeTotal dollar expenditures in providing marketing services in 20XX divided by the total number of employees in 20XX [presented where available].

17.SLSExpenseperSLSEmployeeTotal dollar expenditures in providing SLS services in 20XX divided by the total number of SLS employees as reported in interviews [presented where available].

18.TotalEmployeesperSLSEmployeeTotal number of employees at end of year 20XX divided by total number of SLS employees as reported in interviews.

19.SLSaExpenseasPercentageofRevenueDollar amount spent firm-wide on SLS departments in 20XX divided by total revenue [presented when available].



PharmaceuticalBenchmarkingKPIs• Defines KPIs used by OpsDog to analyze the procedures and operating

effectiveness of functional departments.


B. Drug Trials

C. Medical Review




CSection




SLSaInfrastructure

1.DepartmentOrganizationThis KPI identifies whether the medical and marketing communications function is centralized or decentralized along various lines.

C = Centralized: All SLS functions are performed within a central, corporate marketing department

MS = Mixed/Subsidiary: SLS functions are shared between a central department and company subsidiary marketing departments

MP = Mixed/Product: Marketing functions shared by a central department and product management groups

DS = Decentralized/Subsidiary: Each subsidiary operates its own SLS function

DP = Decentralized/Production: SLS functions preformed by product management groups

US = Separate department handles U.S. SLS functions

2.NumberofProductsSupportedThe number of products for which SLS provides functional support.

3.PercentageofProductsSupportedThe number of products supported divided by the total number of products.

4.NumberofNewProductsorIndicationsSupported

5.NumberofOn-PatentProductsSupported

6.NumberofOff-PatentProductsSupported


SLSaActivityChecklist KPIs 7–29 are yes/no survey KPIs indicating whether

peer company performs function-specific activities.

PromotionalMaterialsDevelopment

7.DevelopPortfolioofProducts’PromotionalHistory[A portfolio includes a spread with approved copy and graphics.]

8.SlideLectures

9.DetailAidsforLaunchProducts

10.DetailAidsforNon-launchProducts

11.PatientAids

12.JournalAdvertisements

13.PublicationsProduced S = Symposia proceedings T = Updates on therapeutic research P = Articles subjected to peer review O = Other

14.PlasticModels

15.Films

16.VideosMaterials Production and Administration

17.AccountingforMaterialsDevelopmentandProduction

18.Printing

19.BulletinAnnouncements

20.OrderTaking

21.Warehousing



ProfessionalEvents

22.SetTime/PlaceofEvent

23.RecruitSpeakers

24.ArrangeTravelandAccommodations

25.SendInvitations

26.DesignDisplays

27.DesignSymposia

28.DevelopUniversityRelationships

29. InternationalVideoTeleconferencing

KPIs 30–43 are second-tier, medical KPIs.

Post-approvalDrugTrials

30.ProtocolDevelopment

31.PhysicianRecruitment

32.PatientRecruitment[byphysicians]

33.TrialMonitoring

34.BiostatisticalAnalysis

MedicalReview[ScopeofMaterialsReviewed]

35.Post-PhaseIIIProtocols

36.PromotionalMaterials

37.SymposiaMaterials

38.ProductLabeling

39.PackageInserts

40.Publications


Pharmaceuticals Marketing

MedicalAdvisoryServices

41.AnswerMedicalInquiries

42.ReviewJournalArticlesandWriteResponses

43.AdviseCountryRepresentatives

44.OtherServices[list]

PromotionalMaterialsDevelopment

45.OutsourcetoAdvertisingAgencies Yes/no KPI indicating whether peer company employs

outside advertising agencies to develop marketing material.

46.PercentageofProjectsOutsourcedPercentage of projects outsourced to advertising agencies in 20XX.a

47.NumberofAgenciesNumber of advertising agencies used during the course of 20XX.

48.HiringofAgencies P = Preferred vendor: Company hires a preferred

vendor who receives most/all projects M = Multiple vendors: Company hires vendors on a

project-by-project basis

49.MethodofVendorPayment R = Retainer: Vendor works on several projects; paid

on a retainer basis P = Project: Vendor hired, and paid, on a project-by

project basis

50. In-houseDevelopmentYes/no KPI indicating capability of peer company to develop all promotional materials in-house.

51.WritingStaffKPI indicating who writes marketing publications.

I = In-house writing staff O = Outside writers hired

52.TotalNumberofWritingStaffTotal number of in-house writers.




53.Writers’BackgroundsNumber of writers with the following backgrounds:

M = M.D. P = Ph.D. S = Other scientific N = Nonscientific

54.SeparateAccountingGroupYes/no KPI indicating whether peer company has a separate accounting group within materials development department.

55.ChargebacksThis KPI indicates where costs associated with promotional materials development are charged:

B = Budget: Costs charged back to allocated materials development budget

P = Product groups: Costs charged back to appropriate product groups

S = Subsidiaries: Costs charged back to the subsidiary who requested the materials

56.ChargebackEconomicsFor companies performing internal chargebacks of development costs, this KPI indicates the value at which companies charge back these costs:

M = Market value C = Cost

57.MarketingPlanningThis KPI indicates who initiates promotional material projects:

C = Corporate marketing planners P = Product managers S = Individual subsidiaries

58.PriorityRankingThis KPI indicates who prioritizes promotional materials development:

G = Central planning group P = Product managers M = Marketing managers C = Collaboration O = Other

59.PromotionManagersKPI indicating where promotion managers are located within the company structure:

P = Product groups M = Central marketing department S = Subsidiaries O = Other

60.GlobalBrandingA. Yes/no KPI indicating whether peer company promotes a global branding [words and images associated with a product which give it a unique personality to be used worldwide material marketing strategy.

B. If part A is yes, this KPI indicates who develops the global branding strategy for each KPI:

M = Central marketing department P = Product managers A = Outside advertising agency I = In-house advertising agency O = Other

61.CustomerSatisfactionKPI indicating methods of measuring customer satisfaction:

E = Electronic surveys W = Written surveys P = Person-to-person: Dedicated staff solicits

feedback individually O = Other

62.MaterialUsageTracking Indicates methods used to track internal usage of

promotional materials: E = Electronic surveys W = Written surveys P = Person-to-person: Dedicated staff solicits

feedback individually O = Other

63.NumberofSurveysperYearKPI indicating frequency of material tracking surveys [when used].

64.ProjectTrackingToolsThis KPI indicates methods used to track promotional materials development:

E = Enterprise-wide application S = Stand-alone, commercial software [identify] I = Software developed in-house O = Other




MaterialsProductionandAdministration

65.PrintingofMaterialsThis KPI indicates where peer company prints promotional materials:

O = Outsource I = In-house

66.NumberofExternalPrintersNumber of printing vendors used during 20XX.

67.HiringofPrinters P = Preferred vendor: Company hires a preferred

vendor who receives most/all printing projects M = Multiple vendors: Company hires vendors on a

project-byproject basis

68.SeparateAccountingGroupYes/no KPI indicating whether peer company has a separate accounting group located within materials production and administration.

69.ChargebacksThis KPI indicates where costs associated with promotional materials production and administration are charged:

B = Budget: Costs are charged to a previously allocated material production budget

P = Product Groups: Costs are charged back to the product groups for whom the materials were produced

S = Subsidiaries: Costs are charged back to the subsidiary who requested the materials

70.ChargebackItemsThis KPI indicates the scope of costs included in chargebacks:

M = Materials: Chargeback for cost of materials used in production

V = Vendors: Chargeback for costs related to hiring an outside vendor

E = Employees: Chargeback for salaries of internal material production and support employees

D = Distribution: Chargeback for cost of distributing produced materials

W = Warehousing: Chargeback for cost of warehousing produced materials

71.ChargebackEconomicsFor companies performing internal chargebacks of production costs, this KPI indicates the value at which companies charge back these costs:


72.TechnologyThis KPI indicates how company receives orders for marketing materials:

M = Mail: Orders received by posted mail F = Fax: Orders received by facsimile C = Computer: Orders received through integrated

computer systems

ProfessionalEvents

73.NumberofInternalSymposiaThis KPI indicates the number of symposia conducted in 20XX involving only peer company representatives.

74.NumberofCollaborativeSymposiaThis KPI indicates the number of symposia conducted in 20XX involving representatives from peer company and others.

75.NumberofUniversityProgramsNumber of university programs developed in 20XX.

76.NumberofExhibitsNumber of exhibits designed in 20XX.

77.NumberofSpecialEventsThis KPI indicates the number of separate events, excluding symposia and exhibits, coordinated in 20XX.

78.NumberofStaffwithScientificBackgroundThis KPI indicates number of professional events staff with a formal scientific education.

79.NumberofStaffwithPublicRelationsBackgroundsThis KPI indicates the number of professional events staff with PR experience.




80.PriorityRankingThis KPI indicates how professional events prioritizations are determined and how conflicts are resolved:

G = Central planning group: Central planning group dictates prioritization of events

E = Event planners: Event developers rank event priorities on their own

P = Product areas: Product staff determines priorities C = Collaboration: Groups work together to

determine event priorities O = Other

81. EventsAppraisedThis KPI indicates which events are evaluated by participants:

IS = Internal symposia CS = Collaborative symposia EX = Exhibits SE = Special events

82. MethodsofAppraisal This KPI indicates methods used to evaluate events: W = Written: Written surveys handed out and

collected at event P = Postcard: Response postcards sent to

participants after event F = Fax: Standard evaluation form faxed to

company hosting event O = Other

83. EvaluationFrequency This KPI indicates number of times evaluations are

conducted for symposia, exhibits and special events: A = Always: 100% F = Frequently: 75%–99% O = Often: 50–74% S = Sometimes: 25–49% I = Infrequently: 1–24% N = Never

84. SeparateAccountingGroup Yes/no KPI indicating whether peer company has a

separate accounting group for professional events.

85. Chargebacks This KPI indicates where costs associated with

professional events are charged: B = Budget: Costs are charged back to a previously

allocated events budget P = Product groups: Costs are charged back to

the product groups for whom the events were planned

S = Subsidiaries: Costs are charged back to the subsidiary who requested the event

86. ChargebackEconomics For companies performing internal chargebacks of event

costs, this KPI indicates the value at which companies charge back these costs:


87. Outsourcing Yes/no KPI indicating which professional events are

outsourced: R = Recruitment of event speakers T = Travel arrangements and accommodations D = Design exhibits S = Design symposia U = Develop university relationships V = Coordinate international video teleconferencing

88. HiringofVendors P = Preferred vendor: Company hires a preferred

vendor who receives most/all projects M = Multiple vendors: Company hires vendors on a

project-byproject basis

89. SpeakerDatabase Yes/no KPI indicating whether peer company maintains

an internal database of speaker contacts.



B. Drug Trials

Na + Nb + Nc … + Nz

NT

1. OrganizationalStructure This KPI indicates where within the company this

function resides: M = Marketing R = Research O = Other

2. ProtocolAuthorization This KPI indicates who authorizes protocol development

and trial commencement: C = Central planning group M = Medical review board I = Internal protocol development group P = Product group S = Subsidiary O = Other

3. PriorityRanking This KPI indicates how trial priorities are determined: G = Central planning group: Central priorities are

determined P = Protocol developers: Those developing trials

rank protocol priorities C = Collaboration: Different functional groups work

together to determine trial priorities

4. DrugSupply Indicates methods by which clinical trial group procures

drugs from competitors.

5. DrugTrialsBlinding Method by which drugs from competitors are disguised

in clinical trials.

6. NumberofProtocolsperYear A KPI measuring a company’s average yearly protocol

output.

Calculation:

Where N = Number of protocols, a, b, c… = Year in which protocols are conducted, and NT = Total number of years.

7. NumberofProtocolParticipants A KPI measuring the average number of participants per

protocol.

Calculation:

Where P1, P2… = Number of participants in each protocol, and PT = Total number of protocols.

8. AllocationofPatientsKPI indicating how resources/patients are allocated to countries:P = Product groupC = Clinical trials groupS = Regional sales/marketing groupsO = Other

9. InternationalPatientParticipationYes/no KPI indicating whether international trials are specifically designed to recruit statistically significant patient populations from multiple countries.

10. SourcesofFinancingKPI indicating source of funding for post-approval drug trials:B = Budget: Costs are allocated from a central

budget to a trial development groupP = Product groups: Costs are funded by individual

product groupsS = Subsidiaries: Costs are funded by individual

subsidiaries

11. ClinicalResearchOrganizationsYes/no KPI indicating whether company employs a CRO to conduct protocols.

12. PercentageofClinicalTrialWorkOutsourcedMeasures the percentage of all clinical trial work outsourced to CRO’s in 20XX.

P1 + P2 + P3 Ö + P10

PT



13. CROUtilizationIndicates activities for which CROs are used:PD = Protocol developmentMD = Physician recruitmentPR = Patient recruitmentMM = Medical monitoringBA = Biostatistical analysis

14. NumberofCROsThis KPI indicates how many different CROs the company hired in 20XX.

15. HiringofCROsP = Preferred vendor: Company hires a preferred

CRO who receives most/all projectsM = Multiple vendors: Company hires CROs on a

project-byproject basis.

Drug Trials



1. OrganizationalStructureThis KPI indicates where the medical review function resides:M = Marketing departmentR = Research departmentS = Separate medical review departmentA = Regulatory affairsSc = Scientific affairsO = Other

2. AutonomyA. Yes/no KPI indicating whether peer company’s

subsidiaries have authority to perform their own medical reviews.

B. If yes, this KPI indicates percentage of subsidiaries that exercise medical review autonomy.

3. LevelofInvolvementThis KPI indicates the level of involvement of medical review in promotional materials development:1 = Medical review involved after material completely

produced2 = Medical review consulted periodically after first

draft of material produced3 = Medical review involved from material

development to finished product

4. RoleofMedicalReviewA = Approval: Medical review has veto power over

all materialsC = Consultant: Medical review makes

recommendations but does not have authority to veto material

5. TurnaroundAverage length of time [in days] it takes to review materials.

6. MedicalBackgroundPercentage of medical review staff with formal medical educations.

7. ScientificBackgroundPercentage of medical review staff with formal scientific [excluding medical] education.

8. LegalBackgroundPercentage of medical review staff with formal legal educations.

C. Medical Review




1. OrganizationalStructureThis KPI indicates where the medical advisory function resides:M = Marketing departmentR = Research departmentS = Separate medical advisory departmentSc = Scientific affairs departmentO = Other

2. NumberofStaffMembersA KPI measuring the number of staff members who are authorized to answer inquiries.

3. MDsonStaffPercentage of medical advisory staff who are physicians.

4. PharmacistsonStaffPercentage of medical advisory staff who are licensed pharmacists.

5. JDsonStaffPercentage of medical advisory staff who are lawyers.

6. SourceofMedicalInquiriesKPI indicating who sends requests to medical advisory staff:S = SubsidiariesP = Product groupsM = External medical personnel [e.g. doctors/

pharmacists]C = Consumers [persons actually using product]

7. LevelofDetailKPI indicating level of detail of information provided in answers to medical inquiries:B = BibliographyA = Article abstractsF = Full-text articles

8. InquiryDatabaseYes/no KPI indicating whether peer company has a standard database capturing information from previously answered inquiries.

9. DatabaseAccessIf answer to KPI 8 is yes, this KPI indicates who has access to the inquiry database:A = Company-wide: All company personnelD = Departments: Only employees within specified

departmentsP = Product groups: Only employees within

specified product groupsM = External medical personnel [e.g. doctors/

physicians]C = Consumers [persons using product]N = No access to anyone outside of medical

advisory personnel

10. DatabaseTechnologyKPI indicating application or technology used tooperate database:L = Lotus NotesM = Microsoft AccessC = Customized relational databaseO = Other

11. OutputDeliveryKPI indicating methods used to distribute answers formedical inquiries:M = Mail: Printed responses sent through

posted mailF = Fax: Printed responses faxed to party originating

requestE = E-mail: Responses e-mailed to party originating

requestT = Telephone: Answers provided over the

telephoneO = Other




ProgramSize&Scope

1.ReportingRelationshipKPI indicates where within the company the patient assistance program resides.

2.DepartmentOrganizationKPI indicates whether the patient assistance program is administered primarily by in-house personnel or a third-party vendor: I = In-house O = Outsourced

3.NumberofOutsourcedEmployeesKPI indicates the number of third-party employees supporting the program.

4.In-HouseProgramPersonnelKPI indicates the number of third-party employees supporting the program.

5.NumberofProgramsKPI indicates the number of separate patient assistance programs at the peer company.

6.Type[s]ofPatientAssistanceProgramsC = Corporate program: Multiple products are covered and provided to qualifying patients. P = Product-specific program: Program designed for a particular product, market and patient population. F = Foundation-based program: Independent administration of a company grant.

7.YearofInitiationKPI indicates the year the patient assistance program was initiated.

8.NumberofProgramParticipantstoDateKPI indicates the total number of participants in a patient assistance program since its inception.

9.NumberofParticipantsintheProgramKPI indicates the number of patients enrolled in the program for the last three years: A. Year X B. Year Y C. Year Z

10. NumberofApplicantsKPI indicates the number of applications received by the program in the latest year.

11. PercentageofApplicantsAcceptedintotheProgramTotal number of applicants accepted into the program divided by the total number of applications submitted in the latest year.

12. DeterminationofProgramEligibilityKPI indicates the individual or group that determines the eligibility of patients for the program: M = MDs P = Program Administrator C = Clinic O = Other

13. AverageParticipationPeriodKPI indicates the average length of time a patient participates in the program.

14. NumberofOn-PatentProductsCoveredundertheProgramKPI indicates the number of on-patient products currently covered by the patient assistance program.

15. PercentageofOn-PatentProductsCoveredundertheProgramTotal number of on-patent products currently covered under the program divided by the total number of on-patent products.

16. NumberofOff-PatentProductsCoveredundertheProgramKPI indicates the number of off-patent products currently covered by the patient assistance program.

17. PercentageofOff-PatentProductsCoveredundertheProgramTotal number of off-patent products currently covered under the program divided by the total number of off-patent products.

18. RemovalofOff-PatentProductsfromthePatientAssistanceProgramKPI indicates the amount of time a product remains in the program after losing its patent.



19. ValueofDrugsDistributedThroughthePatientAssistanceProgramKPI indicates the dollar value of the products distributed under the patient assistance program in the latest year.

19. ValueofProductsDistributedasaPercentageofTotalRevenueValue of products distributed under the program divided by the total firm-wide revenue.

20. MeasurementofValueKPI indicates method by which value is determined for the products distributed under the patient assistance program: W = Wholesale market value R = Retail market value C = Value measured at cost O = Other

21. PrimaryProductDeliveryMechanismKPI indicates the primary source of products for program participants: R = Retail pharmacies H = Hospitals C = Clinics W = Wholesalers M = MDs D = Direct from manufacturer O = Other

22. DirectShipmentsYes/no KPI indicates whether the peer company ships products directly to hospitals, clinics, and/or physicians.

23. TurnaroundforDirectShipmentsKPI indicates the average number of days to direct ship products after request is received]

CustomerService

24. NumberofPhoneCallsKPI indicates the total number of phone calls the program receives per month [includes all phone calls received by the program].

25. AmountofWrittenCorrespondenceKPI indicates the total amount of written correspondence the program receives per month [includes all written correspondence] .

26. BilingualCapabilityYes/no KPI indicating whether the peer company

provides both Spanish and English customer support.

27. SourceofRequestsKPI indicates the source of enrollment information requests: S = Social Workers M = MDs P = Patients O = Other

28. MethodofEnrollmentInformationRequestsKPI indicates how information requests are received by the program: P = Phone M = Mail F = Fax E = E-mail O = Other

29. OutgoingMailVolumeKPI indicates the number of program enrollment information packets mailed per month.

30. TurnaroundforProgramInformationRequestsKPI indicates the average amount of time required to fulfill enrollment information requests.

31. ProductHotlinesYes/no KPI indicates whether peer company has product hotlines to access information on products or product groups.

Enrollment

32. MethodofEnrollmentKPI indicates the methods of initial enrollment for the patient assistance program: P = Phone M = Mail F = Fax E = E-mail O = Other

33. AnonymityofParticipantsKPI indicates the length of time a patient remains anonymous to: A. The sponsoring company B. The program vendor [if any]

Patient Assistance Programs



34. EnrollmentofPatientsKPI indicates the individual or group that submits the enrollment applications for the patient: P = Patient M = MDs S = Social worker C = Clinic H = Hospital administrator O = Other

35. EnrollmentTurnaroundKPI indicates the average time to approve a patient for the program after the enrollment information is received.

36. GroupProcessingYes/no KPI indicates whether the peer company reviews, as a group, applications submitted as a group [e.g., from a clinic].

37. EnrollmentCriteriaforParticipationinthePatientAssistantProgramKPI indicates whether peer company requires participants to meet criteria in the following areas: I = Income P = Ineligible for state and federal programs [e.g., Ryan White Act] N = Ineligible for other insurance C = Citizenship O = Other

38. IncomeAdjustmentsbyRegionYes/no KPI indicating whether the peer company adjusts income models for different regions.

39. FilingSystemKPI indicates the type of filing system used to document patient applications: H = Hard copy E = Electronic database S = Scanned copies of the patient’s submitted application O = Other

40. HospitalizedPatientsYes/no KPI indicating whether the peer company has a specific process for considering hospitalized patients.

41. ReapplicationProcessYes/no KPI indicating whether peer company requires participants to reapply to the program after a set period of time.

42. InitialEnrollmentPeriodIf the answer to KPI 41 is “yes”, this KPI measures the length of time before reapplication is required by the program.

43. FrequencyofReapplication[on-going]KPI indicates the length of time between subsequent reapplications.

44. IncomeSubstantiationKPI indicates the types of information required to substantiate income claims: W = W2 forms P = Pay stubs I = Insurance rejection letters O = Other

45. AmountofCostforOn-PatentProductsKPI indicates the cost to the patient to participate in the program for on-patent products.

46. AmountofCostforOff-PatentProductsKPI indicates the cost to the patient to participate in the program for off-patent products.

47. DistributionofParticipantCostsKPI indicates the individual or group that receives the costs charged to the participants: P = Pharmacists W = Wholesaler S = Shipping agent R = Program sponsor H = Hospital C = Clinic O = Other




ReimbursementCaseManagement

48. CaseManagementYes/no KPI indicating whether the peer company has reimbursement case management.

49. ModelingReimbursementProgramsYes/no KPI indicates whether peer company models case management opportunities for a product prior to its inclusion in the program.

50. CriteriaforReferraltoCaseManagementIf the answer to KPI 48 is “yes”, then this KPI indicates the reasons for a patient to be referred to case management: C = Cost of product T = Type of product L = Patient’s length of time in the program A = Automatic; all patients are referred to case management O = Other

51. AlternativePayersDatabaseYes/no KPI indicating whether the peer company maintains a database of alternative payers.

52. DatabaseTechnologyKPI indicates the type of database technology used to track alternative payers [e.g., SAP, Notes, Oracle] .

53. ProvideInformationonAlternativePayerOptionsYes/no KPI indicating whether the peer company provides participants with information on potential alternative payers.

54. PercentageofPatientMigrationtoAlternativePayersKPI indicates the percentage of patients to migrate from the program to an alternative payer.





ReimbursementStructure

1.StructureofReimbursementFunctionStructure of the reimbursement management services within the peer company: C = Centralized: Single reimbursement group providing centralized services R = Regionally-based management: Multiple reimbursement groups providing support to defined regions or areas. P = Product group-based management: Multiple reimbursement groups providing support to specific products or therapeutic areas. M = Mixed: Shared responsibility between a central reimbursement management group and regional or product groups N = Not Organized O = Other

2.LocationofReimbursementFunctionIndicates where within the company the reimbursement management function resides: M = Medical Affairs G = Government Affairs K = Marketing O = Other X = Multiple functions [describe]

3.In-HouseReimbursementManagementPersonnelNumber of in-house reimbursement management personnel.

4.ReimbursementManagementCostCenterDistribution of reimbursement management costs: P = Product groups: Costs are charged back to individual product groups C = Central Budget: Costs are charged back to a single budget M = Mixed: Costs are shared between a central budget and the product groups O = Other

5.ReimbursementSupportExpenseTotal operation expense for reimbursement management in year 20XX: A. In dollars B. As a percentage of total operating expenses

6.Third-PartyVendorsUsedNumber of third-party vendors that support the reimbursement function at the peer company; identified, when possible.

7.NumberofProgramParticipantstoDateKPI indicates the total number of participants in a patient assistance program since its inception.

8.NumberofParticipantsintheProgramKPI indicates the number of patients enrolled in the program for the last three years: A. Year X B. Year Y C. Year Z

Planning

9.Pre-LaunchReimbursementPlanningYes/no KPI indicates whether the peer company has a standard operating procedure for formal analysis and planning of reimbursement before a product is launched.

10.Post-LaunchReimbursementActivitiesYes/no KPI indicates whether the peer company has a standard operating procedure for initiating reimbursement activities after a product is launched.

11.DistributionofParticipantCostsKPI indicates the individual or group that receives the costs charged to the participants: A = Phase I B = Phase II C = Phase III D = Phase III B E = Phase IV/Post-Launch F = Other

12.PayersIncludedinReimbursementPlanningPayer group[s] considered by the peer company when planning for reimbursement management: A = Private insurers, HMO’s B = Medicare C = Medicaid D = Ryan White E = All of the above F = Other [please specify]



13.ReimbursementManagementConsiderationsFactors considered when determining which new products to cover under reimbursement management: C = Cost P = Patient population M = Method of delivery T = Therapeutic area R = Payer profile O = Other

14.ModelingReimbursementProgramsYes/no KPI indicates whether peer company models reimbursement opportunities for a product prior to its inclusion in reimbursement services.

15.LinktoPricingYes/no KPI indicates whether reimbursement issues are considered when setting a product’s price.

Operations

16. NumberofOn-PatentProductsCoveredbyReimbursementServicesNumber of products currently covered by reimbursement management.

17. PercentageofOn-PatentProductsCoveredbyReimbursementServicesTotal number of on-patent products currently covered under the program divided by the total number of products.

18. NumberofOff-PatentProductsCoveredbyReimbursementServicesKPI indicates the number of off-patent products currently covered by reimbursement management.

19. PercentageofOff-PatentProductsCoveredbyReimbursementServicesTotal number of off-patent products currently covered under the program divided by the total number of products.

20. TacticalConsiderationsPost-LaunchFactors considered when changing the tactics for reimbursement management of a product: L = Off-label uses F = Formulary status P = Change in payer policies S = Sales objectives for drug C = Contracting O = Other

21. PointofContactIndicates from whom external parties access reimbursement information within the peer: I = Internal, centralized reimbursement function R = Regional reimbursement specialist S = Sales representatives E = External venter O = Other

22. PresentofExternalInformationRequestsKPI indicating the percentage of reimbursement information requests from each of the following groups: A. Social workers B. Physicians C. Patients D. Hospital administrators E. Government agencies F. Insurance companies, health plans G. Other

23. TypesofReimbursementSupportProvidedtoExternalPartiesType of Reimbursement support provided by the peer company to information requesters: B = Billing code information C = Claim form submission procedures S = Sample letters P = Product information A = Claims appeals information O = Other

24. HoursofAccessHours reimbursement support services are available: T = 24 hours; 7 days per week B = Business week [Mon. - Fri.] S = Select hours of operations O = Other

25. NumberofPhoneCallsTotal number of phone calls reimbursement services receives per month.

Program Reimbursement



26. AmountofWrittenCorrespondenceTotal amount of written correspondence reimbursement services receives per month [includes all written correspondence].

27. PercentageofReimbursementSupportRequestsFindingAlternativePayersTotal number of reimbursement information requests that find alternative payers.

EmployeeTraining

28. ReimbursementManagementTrainingRequirementsYes/no KPI indicates whether the personnel dedicated to providing reimbursement management are required to undergo specific training.

29. SalesForceTrainingRequirementsYes/no KPI indicates whether the peer’s sales representatives are required to undergo training in reimbursement issues.

30. ProfessionalBackgroundIndicates the professional background of the majority of reimbursement function employees: A = Social work B = Medical claims processing C = Insurance D = Government E = Health professional

31. LengthofReimbursementExperienceAverage length of service [in reimbursement function] of current reimbursement employees.

32. EducationLevel–Non-ManagementIndicates the highest level of education attained by the majority of non-management reimbursement employees: A. High school diploma B. Associates degree [e.g., in coding] C. Bachelor’s degree D. Master’s degree E. Other

33. EducationLevel–ManagementIndicates the highest level of education attained by the majority of managerial reimbursement employees: A. Bachelor’s degree B. Master’s degree in public health C. MBA D. Other master’s degree E. Doctorate F. Other

AlternatePayerDatabase

34. DatabaseResponsibilityIndicates who is responsible for creating and updating database of alternative payers: V = Third-party vendor C = Centralized reimbursement function D = Product groups S = Sales department G = State/Government Affair groups X = Multiple departments O = Other

35. TypeofDatabaseType [software, hardware] of database used to store data on alternative payers for reimbursement support.

36. FrequencyofDatabaseUpdatesFrequency in which the reimbursement database is updated with new information or changes: R = Real time [daily] W = Weekly M = Monthly Q = Quarterly S = Semiannually A = Annually O = Other

37. AccesstoReimbursementSupportDataPeer company personnel with desktop access to reimbursement support data on information requests, volume of requests, type of requests and other data pertaining to reimbursement support: S = Sales M = Marketing R = Research and Development P = Product groups U = Public Relations G = Government affairs O = Other




VendorManagement

38. Third-PartyVendor[s]EvaluationsYes/no KPI indicates whether the peer company evaluates third-party vendor[s] for performance.

39. FrequencyofEvaluationsFrequency that the peer company evaluates third-party vendor[s] performance: M = Monthly Q = Quarterly Y = Yearly N = Never O = Other

40. PatientAssistanceProgramYes/no KPI indicates whether the peer company has a patient assistance program or programs.

41. CaseManagementYes/no KPI indicating whether the peer company has reimbursement case management for the patient assistance program.

42. NumberofPatientsMovedtothePAPTotal number of patients referred to the patient assistance program by reimbursement management personnel at the peer company for 20XX.

43. PAPPatientsasaPercentageofTotalPatientsUtilizingReimbursementSupportServicesTotal number of PAP patients referred from reimbursement management divided by the total number of patients utilizing reimbursement management.



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