This case study highlights key marketing activities that contributed to Requip’s commercial success. Individually the activities were well planned and executed but in combination produced a synergistic effect that catapulted a low profile condition into the minds of patients and scripts of physicians

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Educating The Market: Creating
Value Through Support of Continuing
Medical Education
Best Practices, LLC - Report Sample

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Table of Contents
 Research Background
 Summary of Key Findings, Insights & Trends
 Current CME Structural Trends
 Leveraging Budgetary Resources
 Accelerated Evolution: Aligning Resources, Targets &
Applicable Lessons Learned
 CME Functional Management
 Building Talent Depth, Breadth & Competence: CME
 Optimizing CME Delivery Channels
 Cultivating E-Learning
 CME Content Management
 CME Lessons Learned
 Appendix
 About Best Practices, LLC

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Using Field Benchmarks to Assess
Current Trends & Future Directions
of CME in North America and
Europe & Map the Path to Future
CME Success in Both Regions
Research Background:

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Key Study Objectives
 What is the current landscape of
continuing medical education in
North America and Europe?
 What structural forms are used to
deploy CME, optimize budgets &
best deliver content?
 How rapidly is E-CME advancing?
 What CME delivery channels are
preferred?
 What are the current trends and
future directions of CME?
Best Practices, LLC conducted this research to identify the most important current trends and future
directions of Continuous Medical Education (CME) in the North American and European marketplace.
Research partners participated in a quantitative benchmark study and also contributed their qtheir qualitative
thoughts, observations and narratives detailing the evolving CME landscape.
Research Objective and Methodology
Study Objective & Methodology
 Benchmark research examined the
existing North American and
evolving European CME landscape
and probed how companies
structure their CME functions to
best deliver educational content to
medical professionals.
 Study data, findings and insights
were developed using in-depth
“lessons learned” interviews with
CME corporate leaders and CME
providers – as well as through a
detailed on-line CME benchmark
survey.

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Universe of Learning: North American Participants
Thirty CME leaders and practitioners from twenty-six pharmaceutical and
biotechnology companies shared their strategies and perspectives on CME in
the North American marketplace.

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Universe of Learning: European Participation
Executives from eighteen pharmaceutical and biotechnology companies make-
up the sets of data and insights specific to European Continuing Education.

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Universe of Learning: CME Vendors
Seven CME vendors also participated in the research – contributing insights, data and
observations from the perspective of third-party Medical Education providers.

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Medical Education leaders and managers primarily from North American and European
countries contributed insights, observations, data and commentary for this research. Data
from North America and Europe were segmented to provide comparative results.
Partner LocationsPartner Job Levels & Titles
 C-Level: CEO, President, Principal
 Vice Presidents: Global Commercial Development,
Global Marketing, Marketing, Marketing Services,
Medical Affairs, Professional Education
 Directors: Commercial Development, Health
Education, Global Conference, Global Medical
Education, Independent Medical Education, Medical
Affairs, Medical Communications, Medical Education,
Professional Education, World-Wide Marketing
 Managers: Continuing Education, Global
Professional Relations, Group Product Manager,
Independent Medical Education, International
Products, Marketing, Medical Affairs
Australia Greece Sweden
Canada India Switzerland
Denmark Italy United Kingdom
France Mexico United States
Germany South Africa
Insights Span the Global Bio-Pharma Market

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Participants Oversee Diverse CME Functions
Benchmark partners serve across multiple CME functions, Brand groups and Regional
Marketing Organizations. Benchmark levels range from Vice President to Manager. All
participants had direct or indirect responsibility for CME activities in their countries,
regions, brands or therapeutic areas.
Benchmark Class RepresentativesBenchmark Class Representatives
 CEO
 Director, Commercial Development
 Director, Health Education
 Director, Global Conference Department
 Director, Global Medical Education
 Director, Independent Medical Education
 Director, Medical Affairs
 Director, Medical Communications
 Director, Medical Education
 Director, Medical Education & Scientific Media
 Director, Professional Education
 Director, World-Wide Marketing
 Group Product Manager
 International Product Manager
 Manager, Continuing Education
 CEO
 Director, Commercial Development
 Director, Health Education
 Director, Global Conference Department
 Director, Global Medical Education
 Director, Independent Medical Education
 Director, Medical Affairs
 Director, Medical Communications
 Director, Medical Education
 Director, Medical Education & Scientific Media
 Director, Professional Education
 Director, World-Wide Marketing
 Group Product Manager
 International Product Manager
 Manager, Continuing Education
 Manager, Global Professional Relations
 Manager, Independent Medical Education
 Manager, Medical Affairs
 Marketing Manager
 President
 Principal
 Senior Director, Oncology
 Senior Marketing Manager
 Senior Director
 VP, Global Commercial Development
 VP, Global Marketing
 VP, Marketing
 VP, Marketing Services
 VP, Medical Affairs
 VP, Professional Education
 Manager, Global Professional Relations
 Manager, Independent Medical Education
 Manager, Medical Affairs
 Marketing Manager
 President
 Principal
 Senior Director, Oncology
 Senior Marketing Manager
 Senior Director
 VP, Global Commercial Development
 VP, Global Marketing
 VP, Marketing
 VP, Marketing Services
 VP, Medical Affairs
 VP, Professional Education

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Summary of Key Findings,
Insights & Trends

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Insight #1: Decentralized CME Structures Prevail
Decentralized Management Structures proliferate across the CME landscape where
language differences, learning style differences, and local market variation create
hurdles for centralized management structures.
Key Findings
1. Decentralized Structures Reflect Balkanized CME Landscape:
• Rapid Evolution of Structures: Especially in Europe, the CME landscape is a tapestry of nations at
different stages of evolution; as if by “natural selection” in their given markets, different decentralized
structures spring up.
• Three Epicenters of Emergent CME Forms: Countries requiring their physicians to maintain
ongoing educational levels cluster in three epicenters: North America, Big 5 European Countries and South
Africa. However, their collective impact is not yet so broad-reaching as to set global or regional standards.
• Cross-border Variation: Significant variation exists regarding CME requirements and policy across
regions, countries and local states. A greater number of countries have no CME requirements firmly in place.
In response, various structures, approaches and strategies have evolved to meet local needs.
• Decentralized Structures Favor Local Market Response: The majority of benchmark
companies do not utilize a globally centralized function for CME management or oversight. Companies
employing such centralized structures report significant impact through increased leverage of budgets and
headcount. However, decentralized structures are more typical – reflecting the rapidly evolving CME
marketplace and need to reflect local market requirements.

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Current CME Structural Trends

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Decentralized CME Structures Proliferate
36.0%
32.0%
0.0%
4.0%
18.0%
11.0%
Centralized
Oversight, Local
Management
Centralized
Oversight,
Regional
Management
Independent
Oversight per
Region
Local Oversight
per Country
Oversight with
Separate
Operating
Company
Outsourced
Entirely
%ofCompanies
Within your company, choose the one approach that best describes how the management andWithin your company, choose the one approach that best describes how the management and
infrastructure support of CME activities are organized globally across your key country units.infrastructure support of CME activities are organized globally across your key country units.
(n=28)(n=28)
The majority of benchmark companies do not utilize a globally centralized function for CME management or
oversight. Companies employing such centralized structures report significant impact through increased
leverage of budgets and headcount. However, decentralized structures are more typical – reflecting the
rapidly evolving CME marketplace.
DecentralizedDecentralized
Structures – 68%Structures – 68%
CentralizedCentralized
Structures – 29%Structures – 29%

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Leveraging
Budgetary Resources:
Learning to Align Resources With Key
Priorities and Target Physician Groups

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Engage CME Practice Communities to Accelerate Learning
“The ‘Hub and Spokes’ model
facilitates learning exchange. The
affiliate countries come together
three times a year to discuss gaps
and how they are building on that. It
occurs across all therapeutic area
support. We present: ‘Here is what
we’re going to do from the hub.
Here’s how we’re adjusting. All the
spokes come back with their
initiatives and needs. . . We also do
weekly learning reviews at the hub in
my office. This happens a lot in
which we take learning from the
affiliates (local market countries) and
then discuss among ourselves and
share with different affiliates.”
–– Director of Global MedicalDirector of Global Medical
EducationEducation
Accelerate learning across countries, therapeutic areas and brands through the use of councils and
communities of practice. The “balkanized” state of CME local markets can be an obstacle to cross-border
learning. The use of councils and best practice sharing can be a catalyst for rapid learning and sharing that
does not occur on its own.
QuarterlyQuarterly
Cross-CountryCross-Country
MeetingsMeetings
WeeklyWeekly
Reviews atReviews at
RegionalRegional
HeadquartersHeadquarters
Best PracticeBest Practice
Identification &Identification &
SharingSharing
GlobalGlobal
MeetingsMeetings
(1-2 Times Per Year)(1-2 Times Per Year)
InformalInformal
ExchangeExchange
(Phone, E-mail, IM)(Phone, E-mail, IM) Accelerating CMEAccelerating CME
Learning & BestLearning & Best
PracticesPractices

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CME Evolution Models:
Forward-looking CME Leaders Try To
Align Resources, Targets & Applicable
Lessons Learned

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Performance measurement is a key driver of CME program effectiveness and evolution. Most benchmark
partners acknowledge CME performance measurement is early-stage in Europe. However, CME outcomes
measurement pilots are under way – and the Internet offers promise – even though it is still a relatively
young, lesser used delivery program in Europe.
CME Performance Measurement EvolutionCME Performance Measurement Evolution
CME Program + Physician Interaction + Case Vignettes applicable to Physician Practice =
Better CME Retention
CME Program
Attendance
Satisfaction With
CME Program
Post-Program
Knowledge Retention
CME Program
Learning Objectives
Learning Helps Physicians
Take Action in Patient Care
& Improve Outcomes
“I don’t want to imply that the Internet is the answer to all things. But the Internet is the way to go. You tell me to go
read it on the Internet, I won’t do it; I’ll print it out. That’s me. Others will play on the Internet. Different learners have
different styles and preferences. With the Internet you can have all these case vignettes, interactivity. . . You find out
where they are in their learning styles. . . and they can self-select where they are and how they want to learn.”
-- Global Director of Medical Education
Improving CME Performance Impact

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CME Functional Management:
Learning to Manage CME Activities
With and Apart from Promotional
Education

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Medical Affairs & Communications Commonly Have CME Oversight
To what functional area of the company
does the group managing support of CME
activities for European markets report?
(n=23)(n=23)
For both Europe and North America, the CME function is managed primarily within the Medical
Affairs/Communications areas. The greatest difference between markets is the significant segment managing
the function through Marketing or a separate operating company in Europe.
To what functional area of the company does
the group managing support of CME
activities for North American markets report?
(n=28)(n=28)

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Optimizing CME Delivery
Channels:
Evolving the Best Channel Delivery
Mix To Reflect Your Local Market,
Budget & Target Physician Groups

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Face-to-Face & E-CME Dominate in North America
(n=26)(n=26)
Half of North American research partners deliver CME most often through face-to-face modes – but nearly
one-quarter is delivered via the Internet. Enduring materials also make up one-fifth of delivery forms.
Estimate the mix of CME delivery forms utilized by your company for the North AmericanEstimate the mix of CME delivery forms utilized by your company for the North American
marketplace. (Percentages should sum to 100%)marketplace. (Percentages should sum to 100%)
Internet Teleconference Face-to-Face Enduring Materials
Minimum 0% 0% 20% 0%
Maximum 75% 25% 90% 50%
Mean 23.9% 6.4% 50.4% 19.3%
Median 20% 5% 50% 20%
1st
Quartile 10% 0% 32.5% 10%
3rd
Quartile 40% 10% 60% 25%

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Using Past Victories & Failures To
Navigate To Success Going Forward
CME Lessons Learned:

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CME Delivery Modes: E-CME
Research participants shared the following observations regarding E-CME:
E-CME Positives:
- Easier for customers
- Quite cheap and fast
- Available 24/7 global participation in 92 countries provides education convenience to customers that
cannot travel, have declining budgets and would like to optimize time
- Twenty-four hour access
- Cost effective way to reach a worldwide audience.
- Reaches large audience, chosen by the participant, long lasting, reaches audience 24/7.
- Internet-reach is greater
- Internet provides breadth and can be interactive/participatory if adult learning principles are applied
- Wide reach of audience
- Broader reach than face-to-face programs
- Internet is the most cost-effective, has the greatest reach, and can better manage data regarding
participants and their learning and progression in behavior change
- Internet is growing method of delivery.
E-CME Negatives:
- E-CME not really implemented
- Not everybody likes this model
- Individual relationships are not developed with company
- Participants have to find it, and be fairly computer-oriented
- Internet-info overload, too many portals
- Little content flexibility once developed
- Impersonal and can have lack of awareness of the CME supporter
- Expanding e-formats with lack of success meeting program goals
- Interpersonal exchange can be lost

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Appendix

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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
About Best Practices, LLC
We are 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.
Link for Report: Creating Value Through Support of Continuing Medical Education