This is the summary of a webinar I delivered in November 2012 on Health Outcomes Liaisons and their roles in supporting managed care busines and ACO business.

1. Health Outcomes Liaisons:
: The New Information Conduits for Showing Value
to Payers
Best Practices, LLC
Webinar Presentation Highlights

2. About Our Guest Speaker
Cameron Tew serves as executive director of research for Best Practices, LLC. He has
led numerous projects in Medical Affairs, and specifically surrounding MSLs. He
currently is completing a new project examining how to optimize the management of Key
Opinion Leaders.
Client Sectors
PHARMA
MEDICAL
DEVICES BIOTECH
GROUP
PROBLEM
SOLVING
HOSPITALS PAYERS
COMMERCIAL
& R&D
E-mail: ctew@best-in-class.com
Phone 919-767-9246
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3. Companies Participating in Study
Benchmark Participants
Represented
Industries
4% 4%
92%
(n = 23)
Bio-pharmaceutical
Medical Device
Diagnostic
Amgen, Becton Dickinson, Boehringer Ingelheim, Cubist, Daiichi-Sankyo, Endo Pharmaceuticals, Fresenius, Genentech,
GlaxoSmithKline, Janssen, Medivation, Merck & Co., Merck Serono, Pacira, Peloton, Sanofi, Sanofi Pasteur, Shire, Teva
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4. Health Outcome Liaisons: Key Recommendations
 High-performing HOLs have clinical backgrounds, advanced degrees,
experience in the payer industry, analytics skills and an ability to build and
Recruit & Retain
maintain lasting customer relationships. Because recruiting and hiring for
Talented HOLs
this unique skillset is difficult, savvy companies invest in developing and
retaining HOL staff after they are brought on board.
 Interviewed executives favor a generalist model, with HOLs typically
covering all major products for an assigned region.
Adopt a Generalist
HOL Model
 The preference for generalization over specialization by product or
therapeutic area is customer driven, with customers favoring “one stop
shopping” and a single point of contact.
 Differentiation falls along the line of emerging value-based decision makers,
though some companies are building hybrid groups
Differentiate HOLs  Strong business acumen to go with scientific knowledge sets HOLs apart from
other liaisons
 HOLs can have greater access to clients at some levels than sales reps or
MSLs because of regulatory concerns
 As the field becomes more sophisticated, the pathway toward a highly
developed model based on patient outcomes continues to emerge.
Stakeholders must move along the organizational maturity curve from simple
Advance Along
cost analysis of one drug vs. another to looking holistically at treatment,
Maturity Curve
including cost of avoidance, cost of medical vs. surgical approaches, and
patient outcomes.
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5. HOL Role Impacts Pharma Product & Healthcare System Quality
HOL Collaboration
Deliver Outcomes Data
Collect Inform Customer/
Pharma
HOL Thought
Company
Inform Define Need Leader
Deliver Customer Feedback
Better Products Better Healthcare Management
“We provide a translation component—explain why the information matters—when we talk with customers to put actionable
information into their hands. You have to get this information out there to get feedback on how it resonates and what’s
important to the customers so that you can improve. Once we get more individuals in these positions and look at it as a
two-way equation, it’s going to be better for everyone. Because of the value of the information that we bring back, HOLs
are being given increasing responsibility and internal credibility. As a result, they are involving us more in the decision making
or strategic planning around products.” -- Interviewed Director
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6. Presenting Data & Delivering Speeches Are Top HOL Activities
Q. Please indicate the level of an HOL's time dedicated to each of the following activities.
Primary HOL Activities
Activity not performed Little time spent Some time spent Much time spent Activity is a central
by HOLs on activity on activity on activity focus of HOLs
n=
Presenting 16
5% 13% 13% 13% 56%
pharmacoeconomic data
Delivering 16
6% 25% 19% 50%
presentations/speeches
Identifying and building 16
38% 24% 38%
KOL relationships
Advocating for higher
53% 21% 13% 13% 15
reimbursement rates
Developing scientific
5% 44% 38% 13% 16
collateral/documents
Training new HOLs 6% 25% 44% 19% 6% 16
Developing product
19% 25% 31% 19% 6%
profiles 16
% Responses
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7. HOLs Maximize Value by Focusing on Payer Relationships
Value Added Proposition: Differentiating By Function and Activity
Medical Science Liaisons Health Outcome Liaisons
Lower
Scientific Value Critical: Minor Opportunity for Value: HOL
• Provide medical or clinical information • Provide health outcomes data to sales reps Value
Added
KOLs
to physicians to share with physicians to inform decisions
• Help companies understand where • Ensure delivery of scientifically credible and
therapeutic guidelines and practices consistent key value messages to public and
are headed private segments
Minor Opportunity for Value Greatest Value Proposition for HOLs:
Proposition: • Have most influence with managed care
• Field based teams charged with organizations and outcomes-focused KOLs
• Payers are more in need of clinical
Payers
calling on payers to discuss health
economic potential of company’s data to inform decisions Greater
HOL
brands • Develop specific payer communication plans Value
for delivering evidence based HEOR Added
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8. On Average, Face-to-Face Visits Last 30-60 Minutes
Q. On average, how long does each face-to-face Q. On average, how long does each face-to-face
visit with a thought leader last? visit with a payer group/representative last?
Length of Visits with Thought Leaders Length of Visits with Payer Group
Less than Less than
6% 0%
15 minutes 15 minutes
15-30 15-30
18% 18%
minutes minutes
30 minutes 30 minutes
59% 47%
to an hour to an hour
More than More than
18% 35%
an hour an hour
Other 0% Other 0%
% Responses % Responses
(n=17) (n=17)
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9. 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
www.best-in-class.com
Telephone: 919-403-0251
best@best-in-class.com
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BEST PRACTICES, ®
LLC