MSL Roles Resourcing & Management Report Summary


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Report Summary--Medical Science Liaisons: Gaining Access and Forging Relationships with Key Opinion Leaders. Contact me to view the full report.

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MSL Roles Resourcing & Management Report Summary

  1. 1. Roles, Resourcing and Management of Medical Science Liaisons Best Practices, LLC Benchmarking Report
  2. 2. Table of Contents INTRODUCTION 4 Project Methodology and Study objective 5 KEY FINDINGS 6 UNIVERSE OF LEARNING 13 List of Participating Companies 14 Range of Career Levels Lend Insight 15 SPECIALIST ROLES AND SERVICE SCOPE 20 Pre-Launch Role and Activities for MSLs 22 Post-Launch Roles and Activities for MSLs 23 Pre-Launch Roles and Activities Related to Clinical Trials for MSLs 24 Post-Launch Roles and Activities Related to Clinical Trials for MSLs 25 Pre-Launch Roles and Activities for MSLs with Clinical Trials (2011 Data Only) 26 Post-Launch Roles and Activities for MSLs with Clinical Trials (2011 Data Only) 27 Pre-Launch Roles and Activities for MSLs with Thought Leaders 28 Post-Launch Roles and Activities for MSLs with Thought Leaders 29 Nearly All Educate KOLs and HCPs at Pre-Launch 30 All Companies Seek to Educate KOLs and HCPs Post-Launch 31 Other Pre-Launch Roles and Activities for MSLs 32 Other Post-Launch Roles and Activities for MSLs 33 MSLs Active in Developing Scientific Collateral & Delivering Speeches Pre Launch 34 All MSLs Deliver Speeches and Presentations Post-Launch 35 MSLs Deployed in Relations to Number of KOLs in a Therapeutic Area 36 Many Do Not Deploy MSLs Based on Revenue Calculations 37Copyright © Best Practices®, LLC 1
  3. 3. Table of Contents (Cont’d) Lifecycle Does Play Important Role in MSL Deployment 38 Geographic Concentration of KOLs & Medical Centers Key Drivers in MSL Field Allocation….. 39 MSL Alignment Driven by Reach and Frequency of Meetings with KOLs 40 RELATIONSHIP MANAGEMENT STANDARDS OF EXCELLENCE 41 Face-to-Face Meetings Most Widely Used Relationship Builder for MSLs with KOLs. 42 MSLs Continue to Call on Regional KOLs, Though Frequency Is Falling 43 MSLs Calling on National KOLs Less Regularly than in 2009 44 Companies Take More Moderate Approach to Growing New KOL Relationships 45 Maintaining KOL Relationships Takes Fewer Touches 46 RESOURCE MANAGEMENT/SHIFTING AND FORECASTING 47 MSL Work Kept In-House With Tight Managerial Oversight 48 Companies Engage MSLs Early For Success 49 Drivers to Increase the Number of MSLs in the Field 50 More Reasons to Raise Number of MSLs Utilized 51 Not Standard Policy to Cut MSL Staff After Launch of Product 52 Maturity of Product and Reimbursement Changes Can Influence MSL Reductions53 Other Factors Declining In Importance for Cutting MSLs 54 Factors for Shifting MSLs - Voices from the Field 55 VALUE ASSOCIATED WITH MSL 56 Value of MSL Responsibilities -- Marketing and Sales 57 Value of MSL Responsibilities -- KOLs 58 Value of Other MSL Responsibilities 59 Perceived Value of Quantitative Measurements for MSLs 60 Perceived Value of Qualitative Measurements for MSLs 61 Time Spent by MSLs on Activities -- Actual vs. Expected 62Copyright © Best Practices®, LLC 2
  4. 4. Table of Contents (Cont’d) BUDGET ALLOCATION TO MSL 65 Allocation of MSL Budget 66 Medical Affairs Funds MSL Function 67 Factors That Affect the MSL Budget 68 LESSONS LEARNED 69 ABOUT BEST PRACTICES, LLC 78Copyright © Best Practices®, LLC 3
  5. 5. Project Methodology and Study ObjectivesCompetition for the time and attention of physicians and Key Opinion Leaders (KOLs) isintensifying. Thus, companies increasingly use Medical Science Liaisons (MSL) to build andstrengthen relationships with physicians and KOLs. This research seeks to uncover the optimal number of liaisons, mix of responsibilities, number of interactions and span of control. Key study objectives Benchmark Pre and Post-Launch Service Activities Identify Drivers of Group Size & Focus Gain insight into Structuring & Aligning Medical With Sales Organizations Identify Optimal Call Frequencies and Service Levels with Thought Leaders Identify Relationship Management Standards of Excellence Value Associated with MSL Budget Allocation to MSLsCopyright © Best Practices®, LLC 4
  6. 6. Key Opinion Leaders Segment DefinitionsKOLs have different spheres of influence. This provides how Best Practices, LLC definesthe different roles of national and regional leaders. Field researchers used the followingdefinitions to evaluate service levels for each segment. National Thought Leader: Have a national following, are well-published, affect therapeutic practice, and are often found at major academic centers. Regional Thought Leader: Are less well known but influence policy, practice and local primary care or specialist views within a multi-state or small region.Copyright © Best Practices®, LLC 5
  7. 7. Summary of Key Insights Key Findings Focus on the Following: •Monitoring Markets and Interactions •Tracking Value, Determining Group Size •Frequency of Interactions and Span of Control •Managing KOL Relationships and Field Deployment •Resource Allocation and ValueCopyright © Best Practices®, LLC 6
  8. 8. List of Participating CompaniesBest Practices®, LLC distilled observations and insights from interviews and benchmarkperformance data from a total of 27 leaders from 24 pharmaceutical and biotechnologycompanies. 2011 2009 Abbott Labs Amgen Abbott Labs Astellas AstrazZeneca AstraZeneca Axcan Pharma Inc. Baxter Healthcare Boehringer Ingelheim Boehringer Ingelheim Eli Lilly and Company Celgene Focus Technologies Cubist Pharmaceuticals Genentech Eisai Innovex Genentech Janssen cilag GlaxoSmithKline Mylan Bertek Ipsen Pharmaceuticals Laboratories Esteve Novartis Merz Pharma Novo Nordisk Pharmaceuticals Mitsubishi Tanabe Pharma America Organon Netherlands Merck Sharp & Dohme Organon U.S. Novartis Sanofi-Aventis Shire Schering Plough Takeda TTY Biopharm Teva (branded) UCP ViroPharma Inc Vertex ViiV HealthcareCopyright © Best Practices®, LLC 7
  9. 9. Range of Career Levels Lend InsightResearch participants’ roles ranged from senior leaders to managers of medical affairsto medical science liaisons. Associate Director, Medical Affairs Medical Manager Associate Director, Medical Science Medical Director, Biosurgery Liaisons Medical Director Clinical Communication Leader Medical Science Liaison Director, Medical Affairs (Oncology) Regional Director, MSL Medical Affairs Director, Regional Medical Liaisons Senior Regional Medical Scientist, Director, Global Medical Affairs Strategy Managed Care and Therapeutic Lead Executive Director, Medical Affairs Specialist III, Medical Affairs Operations Medical Affairs Sr. Scientific Liaison Executive Director, Medical and Sr. Vice President, Medical Affairs and Scientific Affairs Drug Development Lead Clinical Development & CRO Sr. Director, Medical Science Liaisons Liaison Vice President, Medical Affairs & Medical Manager, Medical Science Regulatory Affairs Liaison Vice President, Medical Services Marketing Manager Medical Affairs Medical Manager in Medical Affairs Vice President and Head North Medical Director American Medical AffairsCopyright © Best Practices®, LLC 8
  10. 10. 48% of Respondents Directors or AboveNearly half of the respondents were director and above. Others respondents include ClinicalCommunication Manager, Marketing Manager and Clinical Liaison. What is your current role in regards to MSL? 37% 19% 19% 15% 7% 4% Chief Medical VP Director Regional MSL Other Officer Associate Director/Manager N=27Copyright © Best Practices®, LLC 9
  11. 11. Specialist Roles andService Scope
  12. 12. Two-thirds of MSL Groups Led by Director orHigher LevelMore than 60 percent of the supervisory responsibility to oversee the MSL function is withDirectors and Vice Presidents. Other executives overseeing the MSLs include ExecutiveDirectors, Strategy and Planning or Clinical Liaison groups. Who has oversight responsibility for your Medical Science Liaison function? Assistant Manager, Director, 4% 21% Other, 8% Director, 38% Vice President, 29% N=24Copyright © Best Practices®, LLC 11
  13. 13. Lifecycle Does Play Important Role in MSLDeploymentCompanies continue to consider product lifecycle in MSL deployment as well as thecompany commitment to a franchise Assess the effectiveness of the following factors by which you determine how many liaisons to put into the field. Very Important Important Not Important Do Not Use 4% 6% 9% 11% 6% 4% 6% 35% 35% 57% 44% 61% 53% 39% 30% 2011 2009 2011 2009 Corporate commitment to an Product lifecycle plan over-arching franchiseN 2011=23 N 2009=19Copyright © Best Practices®, LLC 12
  14. 14. Factors for Shifting MSLs - Voices from theFieldThe shift or relocation of MSLs in the field is in response to the decreasing relevance oftraditional sales and marketing activities as they relate to building relationships withKOLs and promoting comparative evidence and efficacy of products. “Note that decreasing does not have to mean eliminating the resources, but transitioning them to other therapeutic areas.” -- Specialist III, Medical Affairs Operations “The reach/frequency pharmaceutical business model is increasingly ineffective as traditional sales and marketing activities lose acceptance. This will inevitably shift the focus to the Medical organizations to: • Drive development of (comparative) evidence • And leverage aligned communication channels to optimize the safe and effective use of our products.” -- Executive Director, Medical AffairsCopyright © Best Practices®, LLC 13
  15. 15. 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 © Best Practices®, LLC 14