MEDICAL INFORMATION AND CALL CENTER PERFORMANCE BUILDING NEW PRACTICES TO MEET THE EVOLVING NEEDS OF HCPS AND PATIENTS

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1 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE BUILDING NEW PRACTICES TO MEET THE EVOLVING NEEDS OF HCPS AND PATIENTS THE BOTTOM LINE: In tday s budget-cnstrained envirnment, medical infrmatin teams must demnstrate value withut pinting t mnetary ROI. Thugh their wrklads grw heavier, these teams imprve their wn internal visibility as they adpt new respnsibilities and absrb tasks frm ther functins. This study examines medical infrmatin activities, shwcasing strategies t bst prductivity, elevate the team prfile and cmmunicate value. Tracking call center perfrmance with apprpriate KPIs and setting realistic gals will imprve grup efficiency and increased efficiency is critical as these teams respnsibilities grw. As part f that challenge, tp-ntch medical infrmatin grups streamline structures t better serve an expanding base f patients, healthcare prviders (HCPs) and ther stakehlders. PUBLICATION DATE September 2014 PAGES 172 CHAPTERS 4 METRICS 500+ CHARTS/GRAPHICS 110+ CONTACT INFORMATION Adam Bianchi inf@cuttingedgeinf.cm WE ANSWER QUESTIONS THAT NO ONE ELSE CAN ṬM

2 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 2 REPORT TABLE OF CONTENTS ES 8 EXECUTIVE SUMMARY 10 Medical Infrmatin Call Centers: Key Recmmendatins fr Success CH3 109 RECEIVING AND RESPONDING TO MEDICAL INFORMATION REQUESTS CH1 22 SUPPORTING MEDICAL INFORMATION TEAMS AND CALL CENTERS THROUGH STRUCTURE AND STAFFING 112 Call Center Prcesses fr Receiving Medical Infrmatin Requests 132 Prcessing and Respnding t Custmer Requests 23 Maximizing Medical Infrmatin s Impact Thrugh Glbal And Reginal-Level Grups 35 Staff Medical Infrmatin Call Center Agents T Drive Successful Operatins 47 Train Knwledgeable Call Center Agents T Meet Medical Infrmatin Demands CH4 147 MEDICAL INFORMATION CALL CENTER PROFILES CH2 69 MAINTAIN QUALITY CALL CENTERS BY MONITORING KEY PERFORMANCE INDICATORS AND PROVIDING ADEQUATE SUPPORT 70 Benchmarking Key Perfrmance Indicatrs fr Call Centers 90 Align Budgets with Call Center Vlume and Grup Respnsibilities CLICK HERE FOR FULL TABLE OF CONTENTS

3 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 3 KEY QUESTIONS ANSWERING CRITICAL QUESTIONS FOR OUR CLIENTS The reprt s data shw hw t structure, staff and train medical infrmatin teams fr ptimal efficiency; which key perfrmance indicatrs best gauge call center effectiveness; and methds fr preparing teams t expertly handle increasingly cmplex medical infrmatin inquiries. Our new study features benchmarks frm teams in the US, EU and emerging markets ffering a truly cmprehensive verview f medical infrmatin call centers. The reprt als includes real-cmpany case studies and diagrams shwing crdinatin amng glbal, reginal and therapeutic area-specific teams. KEY QUESTIONS ANSWERED IN THIS REPORT What factrs influence medical infrmatin spending? Hw shuld medical infrmatin teams best allcate resurces? Which call center activities are mst cmmnly utsurced, and t what extent? Which KPIs d cmpanies use t gauge call center perfrmance? Hw d cmpanies determine which KPIs are mst useful? Hw d these KPIs differ acrss regins and cmpanies f different sizes? Hw shuld cmpanies staff their medical infrmatin teams t efficiently address peratinal needs and ensure ptimal prduct supprt? Hw much time and effrt shuld cmpanies dedicate t training bth new and experienced call center agents? What tpic areas shuld cmpanies devte the mst training time t? Hw ften shuld cmpanies revisit r update their standard respnse dcuments t ensure cmplete accuracy? Hw d they vercme cmmn challenges in this prcess? Hw is technlgy (e.g., smartphnes, tablets) facilitating and accelerating respnses t HCP infrmatin requests? Which tpic areas d mst inquiries fall under, and what channels are mst prevalent fr these requests? What prtcls d ther cmpanies use t audit their call centers? Q. What percentage f cmpanies hire nurse practitiners t staff their medical infrmatin call centers? A. 46%

4 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 4 KEY FINDINGS CRITICAL FINDINGS FOR MEDICAL INFORMATION EXECUTIVES Cutting Edge Infrmatin s analysts synthesized the fllwing principles frm the full breadth and depth f this prject s research. The principles are signpsts t help imprve yur cmpany s medical infrmatin team strategies. While these pints are nt inclusive f all elements in this reprt, they emphasize its central and mst critical cncepts. 1. RIGHT-SIZE AND EQUIP MEDICAL INFORMATION TEAMS TO BETTER SERVE INTERNAL AND EXTERNAL STAKEHOLDER INQUIRIES. 2. IDENTIFY KEY PERFORMANCE INDICATORS TO MONITOR CALL CENTER EFFICIENCY. 3. FOCUS TRAINING ON PRODUCT INFORMATION FOR BOTH NEW HIRES AND EXPERIENCED CALL CENTER AGENTS. 4. MANAGE CALL CENTER VENDORS TO MAXIMIZE FLEXIBILITY WHILE TRACKING PERFORMANCE. 5. EXPAND DUTIES TO JUSTIFY REQUESTS FOR INCREASES IN RESOURCES AND TO SHOW VALUE TO COMPANY LEADERS. {

5 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 5 KEY METRICS CHAPTER 1: SUPPORTING MEDICAL INFORMATION TEAMS AND CALL CENTERS THROUGH STRUCTURE AND STAFFING MAJOR TAKEAWAYS Team Training Implement glbal functins as well as cuntry-level and therapeutic-area specific teams t unify the cmpany vice and meet cmmunity needs. Staff call centers with highly educated agents with prfessinal healthcare backgrunds t address cmplex infrmatin requests. Adjust call center staffing t meet anticipated call vlumes arund prduct launches. Fcus new-hire and annual-review call center training n prduct infrmatin and educatin. Cnsider self-guided training prgrams t maximize efficiency. CHAPTER DATA Average cst f training new medical infrmatin call center agents Average annual cst f training experienced agents Percentage f training hurs dedicated t specific frmats (classrm, self-guided, live rle-play) Average number f hurs and percentage f training hurs, by activity: 38 charts detailing medical infrmatin and call center team structure, staffing and training benchmarks. Thrughut the chapter, data are brken up by cmpany size/type (tp 10, tp 50, small pharma and device) and gegraphic regin (US, EU and emerging markets grups). Team Structure and Staffing Types f medical infrmatin team structure (glbal, therapeutic area-specific, reginal-level and cuntry-level) Diagrams shwing medical infrmatin team structures, representing different cmpany sizes Cmpliance Adverse event reprting Prduct infrmatin Custmer service Database/CRM system navigatin Diagram shwing in-huse and utsurced agents at ne emerging markets grup Number f call center agents per manager Educatinal backgrund f typical call center agent Percentage f training hurs dedicated t thse activities fr new agents Average hurs f annual nging training fr thse activities Percentage f annual nging training hurs dedicated t thse activities

6 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 6 KEY METRICS MAJOR TAKEAWAYS CHAPTER 2: MAINTAIN QUALITY CALL CENTERS BY MONITORING KEY PERFORMANCE INDICATORS AND PROVIDING ADEQUATE SUPPORT Outsurcing Use KPIs t track call center perfrmance in lieu f hard ROI. Understand ther cmpanies KPI targets and actual metrics. Align budgets with call center vlume and grup respnsibilities. Use vendrs fr flexibility and fr easily scalable activities. Activities utsurced by US (EU, EM) call centers Percentage f call center activity utsurced at US (EU, EM) CHAPTER DATA 48 charts detailing call center key perfrmance indicatrs (KPIs) and vendr supprt. Thrughut the chapter, data are brken dwn by cmpany size type (tp 10, tp 50, small pharma and device) and gegraphic regin (US, EU and emerging markets grups). Call Center KPI Answering unslicited inquiries Adverse event reprting Patient adherence Percentage f cmpanies using specific call center key perfrmance indicatrs Number f inbund calls per mnth Outbund calls per mnth Respnse turnarund time at US (EU, EM) call centers Abandnment rates (as a percentage) at US (EU, EM) call centers Average hld time (in minutes) at US (EU, EM) call centers Trial recruitment Internal literature requests Frequency f call center vendr audits Custmer satisfactin (as a percentage) at US call centers Methds fr cllecting custmer satisfactin Medical Infrmatin Team/Call Center Budgets Ttal budget fr US (EU and EM) medical infrmatin teams Percentage f medical infrmatin budget dedicated t all call center activities Single call center budget fr tp 10 (50, small and device) cmpany call centers Cst per FTE at US (EU, EM) call centers Cst per inbund call TWEET THIS s new medical infrmatin reprt finds that US pharma call centers place an avg 196 utbund calls per mnth.

7 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 7 KEY METRICS CHAPTER 3: RECEIVING AND RESPONDING TO MEDICAL INFORMATION REQUESTS MAJOR TAKEAWAYS Evlve medical infrmatin teams t respnd t tday s mre infrmed, tech-savvy custmers. Tailr standard respnse dcuments t yur audience. Bst efficiency by establishing clear prcesses fr elevated calls. Allcate internal staff t mnitr and audit the medical infrmatin call center. DID YOU KNOW? 88% OF SURVEYED COMPANIES TRACK INBOUND CALLS AS A PERFORMANCE METRIC. CHAPTER DATA 31 charts detailing call centers prcesses fr managing and respnding t medical infrmatin requests. Thrughut the chapter, data are brken dwn by cmpany size/type (tp 10, tp 50, small pharma and device) and gegraphic regin (US, EU, and emerging markets grups). Activities cnducted by medical infrmatin call centers Percentage f medical infrmatin requests received, by channel Percentage f medical infrmatin inquiries relating t a specific prduct tpic Efficacy Adverse events Off-label uses Safety questins Clinical studies Stability and strage General dsing/administratin Publicatins Percentage f inquiries placed by specific internal stakehlders: Sales frce Cmmercial r market access teams Medical Science Liaisns Direct custmer inquiries Respnse methdlgies t medical infrmatin requests, by channel

8 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 8 KEY METRICS CHAPTER 4: MEDICAL INFORMATION CALL CENTER PROFILES MAJOR TAKEAWAYS Benchmark yur call center teams directly against 7 ther grups. Explre call center peratins fr teams f different sizes and regins. CHAPTER DATA 21 charts detailing seven medical infrmatin call center prfiles. Prfiles span all cmpany sizes (Tp 10, Tp 50, small and medical device) and gegraphies. Each prfile fcuses n the fllwing data: DID YOU KNOW? THE AVERAGE AMOUNT SPENT ON TRAINING NEW CALL CENTER AGENTS IS $16,900. Call Center Backgrund Cmpany size Call center regin Therapeutic areas supprted Business hurs Call Center Resurces: 2014 call center budget In-huse and utsurced managers Presence f an autmated respnse system Key Perfrmance Indicatrs Ideal and actual KPIs fr specific call centers where available. KPIs include: Inbund calls per mnth Turnarund time Abandnment rates Custmer satisfactin Average hld time Median hld time Annual calls per FTE TWEET THIS STAT! The average cst per inbund call t a pharma cmpany s med inf call center is nearly $100, accrding Outbund calls per mnth

9 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 9 SAMPLE CONTENT This excerpt is taken frm Chapter 2, Sectin 1, Benchmarking Key Perfrmance Indicatrs fr Call Centers. USE THIRD-PARTY VENDORS FOR FLEXIBILITY AND EASILY SCALABLE ACTIVITIES When effectively managed, utsurcing call center activities can prvide several strategic advantages t pharmaceutical cmpanies. Figure 2.40 shws that activities such as respnding t unslicited requests and adverse event reprting can smetimes be whlly utsurced. Others, such as trial recruitment r patient adherence wrk, usually retain an in-huse element f sme kind. Managing infrmatin requests and adverse reprting can be entirely managed by a single call center r medical infrmatin vendr. Anther cmmnly utsurced call center activity amng surveyed US cmpanies is handling internal literature requests. Surveyed US-based medical infrmatin teams utsurce a large prtin f this activity, ranging frm 70% t 100%. Fr smaller cmpanies that may nt be able t handle large fluctuatins in call vlume t their call centers, utsurcing can be a valuable tl. The medical infrmatin directr at ne small cmpany said, We have a vendr wh is currently managing the calls n a day-t-day basis. We ll cntinue t use that vendr fr the freseeable future until the vlume is cnsistently high enugh t justify bringing in headcunt internally. Carefully managing vendrs in this way will cntribute tward wellallcated budgets and mre effectively managed teams. { DETERMINING SPENDING IS NOT THAT SIMPLE, AS THIS IS A DECISION THAT IS MADE AT THE GLOBAL LEVEL, BUT RATHER IN LIGHT OF THE REGIONAL RESOURCES AND NEEDS. -CALL CENTER MANAGER, TOP 10 COMPANY

10 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 10 SAMPLE CONTENT This excerpt is taken frm Chapter 3, Sectin 1, Call Center Prcesses fr Receiving Medical Infrmatin Requests. IMPROVE SERVICE BY MONITORING THE REQUESTS RECEIVED AND THEIR SOURCES Understanding the custmer base and their needs is key t any business. Fr this reasn, medical infrmatin call centers ften track the types f inquiries they receive and the surces f thse inquiries. Armed with the types f questins asked, medical infrmatin teams can better understand which standard respnses t prepare fr each prduct. Typically, the inquiries that cmpanies receive include questins cncerning: When prducts have ff-label uses fr prducts, questins abut thse ff-label uses may be a large percentage f the inquiries received at surveyed call centers. Surveyed emerging markets call centers receive a higher percentage f questins pertaining t clinical studies than call centers in ther regins d. Efficacy Safety General dsing and administratin Adverse events Clinical studies Publicatins Off-label uses Safety and strage Figures 3.12 thrugh 3.16 shw the breakdwns f questin types that surveyed call centers receive. Differences acrss therapeutic areas, general prduct safety and many ther factrs lead t these data nt shwing a tremendus pattern. There are sme takeaways, hwever: Efficacy and safety cnsume a relatively decent prtin f the questins many medical infrmatin teams receive. {

11 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 11 STUDY METHODOLOGY Analysts develped the infrmatin upn which this study is based thrugh bth primary and secndary surces. Cutting Edge Infrmatin s prcess fr cllecting and analyzing infrmatin encmpasses tw distinct tls: quantitative surveys and qualitative interviews. Bth tls are necessary fr understanding nt nly the hard metrics included in this study, but als the reasning behind the metrics. Fr this study, Cutting Edge Infrmatin cllected and analyzed data frm ver 30 pharmaceutical, bitechnlgy and medical device cmpanies f all sizes and gegraphic lcatins. Study participants included vice presidents, directrs and heads f medical infrmatin teams at these cmpanies. The study team interviewed and cllected data frm executive titles including: Vice President fr Medical Infrmatin Services Senir Directr, Medical Infrmatin Assciate Directr, Glbal Medical Infrmatin Senir Manager, Medical Infrmatin Services Medical Infrmatin Call Center Manager Medical Infrmatin Expert Medical Affairs Officer Medical Affairs Directr Medical Affairs Manager Manager fr Medical Cmmunicatins Scientific Knwledge Manager

12 MEDICAL INFORMATION AND CALL CENTER PERFORMANCE 12 MORE CUTTING EDGE INFORMATION REPORTS: PH184 Medical Affairs: Resurce Allcatin fr the Glbal Marketplace PH201 Medical Publicatins Planning: Uniting Traditinal and Emerging Channels t Fster Transparency TO ORDER THIS REPORT, CONTACT CUTTING EDGE INFORMATION AT: inf@cuttingedgeinf.cm PH183 - Pharmaceutical Key Opinin Leader Management: Effective Strategies fr Segmenting Thught Leaders