Msl activities-and-performance-measurement-cutting-edge-information-ph178-brochure[1]

QUICK SUMMARYReport Features

Table of ContentsKey Metrics

Charts and GraphsAbout CEI

REPORT DATE AND FORMAT

2012Adobe PDF E-Copy

TOTAL NUMBER OF SURVEYED COMPANIES

30+ Pharmaceutical, Biotech, Medical Device Companies

REPORT LENGTH

255 pages

METRICS AND CHARTS160+ Charts and Tables

500+ Metrics

CONTACT INFORMATIONAdam Bianchi 919-403-6583 [email protected]

1241117

www.cuttingedgeinfo.com

The medical liaison role has evolved. Once solely involved in driving thought leader development, MSLs now take on tasks related to clinical development, internal education and, indirectly, commercial support. As MSLs adjust to their increased responsibilities and influence, they must streamline activities while proving value to upper management.

This report addresses those two areas by providing in-depth benchmarks for global organizations seeking to improve their MSL teams. Explore metrics detailing pharma and medical device MSL teams in the US, Europe, Canada and Asia Pacific, with data focused on budgets and time allocated to four categories of MSL activities. The study also examines how top-performing companies measure and communicate value for these activities.

Improve Thought Leader Management Cultivating key opinion leader relationships remains MSLs’ primary task. Prioritize thought leader criteria and build milestones into each KOL relationship to evaluate MSL effectiveness. The report provides strategies for building relationships with physicians and thought leaders on reimbursement panels — a critical asset as MSLs evolve in a payer-driven landscape.

Empower MSLs to Improve Coordination with Internal Functions Benchmark the prevalence of activities related to the support of medical and clinical groups as well as commercial teams, and explore best practices for assigning responsibility and leadership in collaborative initiatives. Learn how MSL groups directly and indirectly add value to each department.

Prove MSL Value Because MSLs’ contributions are not directly related to commercial returns, internal stakeholders may not immediately recognize all that MSL teams contribute. Implement best practices for using quantitative and qualitative data to demonstrate MSL value, and benchmark targeted performance for 8 key performance measures.

MSL Activities and Performance MeasurementHarnessing KOL Relationships for Optimal Clinical Support

Cutting Edge Information

MSL ACTIVITIES AND PERFORMANCE MEASUREMENT �

TABLE OF CONTENTS13 Executive Summary

13 MSLs Expand Activities to Prove Higher Internal Value

17 Study Methodology

18 StudyDefinitions

19 ProfiledCompanies

20 Key Recommendations

29 Introduction to MSL Team Activities and Timing

42 Introduction to Activity Breakdowns

44 Thought Leader Management Activities

52 Identifying New Opinion Leaders

64 Building Relationships with KOLs

79 Breakdown of Pre-Launch Thought Leader Activities

88 Breakdown of Post-Launch Thought Leader Activities

101 SupportingMedicalandClinicalTeamsandScientificBrands

105 Meeting with Internal Stakeholders

110 Supporting Clinical Trials

121 Managing IITs

129 Supporting the Medical/Clinical Brand Pre-Launch

143 Supporting the Medical/Clinical Brand Post-Launch

157 Supporting Commercial Teams

161 Supporting Commercial Teams Pre-Launch

178 Supporting Commercial Teams Post-Launch



197 Continuing Individual and Team Education for MSLs

205 Breakdown of Pre-Launch Education Activities

210 Breakdown of Post-Launch MSL Education Activities

217 Using Performance Measurement to Prove Value

219 Performance Measurement Trends

237 Documentation and Performance Measurement

241 Benchmarking MSL Performance Metrics

243 Measuring MSLs’ Internal and External Value

252 Strategies for Proving MSL Value

TABLE OF CONTENTS



KEY METRICSChapter 1: Introduction to MSL Team Activities and Timing

Chapter Benefits

• Gain a comprehensive overview of MSL teams’ overall work and the basic timing of four major activity categories:

• Thought leader development

• Medical/clinical activities

• Commercial support

• Education and training

• Benchmark when MSLs begin supporting a brand and when they move on to new products

• See which types of MSL activities are the most prevalent and time-consuming

• Explore the prevalence of reactive and proactive approaches to thought leader management

Chapter Data

14 charts focused on MSL activities and timing. Data are broken down by company type (Top 20, Top 50, small/biotech, and device/diagnostic) and by geographic region (United States, Europe, Canada, and Asia Pacific):

• Prevalence of proactive vs. reactive KOL outreach strategies (by geographic region and MSL team size)

• Average division of MSL team’s time spent on investigational and marketed products (by geographic region)

• Phase in which MSL team begins activities for an average product (by geographic region and by KOL outreach strategy: proactive vs. reactive)

• Phase in which MSL team discontinues regular activities for an average product (by geographic region and KOL outreach strategy: proactive vs. reactive)

• Percentage of MSL teams that perform activities within specific categories

• Average percentage of time dedicated to specific activity categories

• Average breakdown of MSL time by activity category (by company type)



Chapter 2: Supporting KOLs and Thought Leader Management

Chapter Benefits

• Improve coordination and efficiency in thought leader development activities before and after product launch.

• Streamline activities by benchmarking MSLs tasks and the time dedicated to them.

• Prioritize criteria for selecting thought leaders.

• Implement best practices for managing thought leader databases and keeping databases up-to-date.

• Compare the length of MSLs’ visits with KOLs and improve physician access.

• Build milestones into the KOL relationship-building process.

• Coordinate KOL visits and responsibilities with the sales team to maximize the company’s impact on thought leaders.

• Communicate and build relationships with KOLs on reimbursement panels.

Chapter Data

43 charts focused on thought leader development and management activities. Data are broken down by company type (Top 20, Top 50, small/biotech and device/diagnostic) and geographic region (United States, Europe, Canada and Asia/Pacific):

• Breakdown of thought leader development activities pre-launch and post-launch (by company type)

• Average percentage of KOL relationships less than one year old (by company type, geographic region and KOL outreach strategy: proactive vs. reactive)

• Importance ratings of qualities considered in KOL identification and selection (by company type and by geographic region)

• Average number of KOL relationships per MSL (by company type)

• Average length of KOL visit (by company type, geographic region and KOL outreach strategy: proactive vs. reactive)

• Percentage of MSL teams that have relationships with KOLs on reimbursement panels (by company, geographic region and KOL outreach strategy: proactive vs. reactive)



• Average breakdown of KOLs’ spheres of influence (by geographic region)

• Percentage of companies whose MSLs perform specific thought leader management activities pre-launch and post-launch

• Average percentage of time MSLs spend on specific thought leader management activities (by time frame: pre-launch and post-launch)

Chapter 3: Supporting Medical and Clinical Teams and Scientific Brands

Chapter Benefits

• Explore MSL responsibilities supporting medical and clinical teams before and after product launch.

• Streamline activities by benchmarking MSLs tasks and the time dedicated to them.

• Track the percentage of investigator-initiated trial (IIT) proposals generated by MSLs.

• Effectively address physicians’ off-label questions and improve cross-functional communication to improve physician education.

Chapter Data

36 charts focused on MSL teams’ medical and clinical activities pre- and post-launch. Data are broken down by company type (Top 20, Top 50, small/biotech and device/diagnostic) and geographic region (United States, Europe, Canada and Asia/Pacific):

• Breakdown of medical/clinical support activities pre-launch and post-launch (by company type)

• Average percentage of IITs proposals generated by the MSL team (by company type and by geographic region)

• Percentage of companies whose MSLs perform specific medical and clinical activities (by company category and by time frame: pre-launch and post-launch)

• Average percentage of time MSLs spend on specific medical and clinical activities (by company type, geographic region and time frame: pre-launch and post-launch)



Chapter 4: Supporting Commercial Teams

Chapter Benefits

• Explore MSL tasks related to supporting commercial teams before and after product launch.

• Navigate firewalls to coordinate MSL efforts with sales reps visits to discover new thought leaders and continue physician relationships.

• See how MSLs work to support market access and reimbursement efforts.

Chapter Data

30 charts focused on MSL teams’ commercial support activities. Data are broken down by company type (Top 20, Top 50, small/biotech and device/diagnostic) and geographic region (United States, Europe, Canada, and Asia/Pacific):

• Breakdown of commercial support activities pre-launch and post-launch, for all companies and by company type

• Percentage of companies whose MSLs perform specific commercial support activities (by company type, geographic region and by time frame: pre-launch and post-launch)

• Average percentage of time MSLs spend on specific commercial support activities (by company type, geographic region and by time frame: pre-launch and post-launch)

Chapter 5: Continuing Individual and Team-Level Education

Chapter Benefits

• Benchmark and improve MSLs’ time spent on training and development.

• Invest in continuing education to create efficient, knowledgeable MSL teams.

• Leverage MSLs’ knowledge to educate other field-based teams as well as new hires on the MSL role and brands’ science.

• Implement best practices for formally training new and continuing MSLs



Chapter Data

13 charts focused on MSL training and education. Data are broken down by company type (Top 20, Top 50, small/biotech and device/diagnostic) and geographic region (United States, Europe, Canada and Asia Pacific):

• Frequency of MSL training

• Breakdown of education activities pre-launch and post-launch (by company type)

• Percentage of companies whose MSLs train new liaisons (by company type, geographic region and KOL outreach strategy: proactive vs. reactive)

• Percentage of companies whose MSLs complete continuing education and self-education (by company type, geographic region and KOL outreach strategy: proactive vs. reactive)

• Average percentage of time MSLs spend on training new liaisons (by company type, geographic region and KOL outreach strategy: proactive vs. reactive)

• Average percentage of time MSLs spend on completing continuing education and self-education (by company type, geographic region and KOL outreach strategy: proactive vs. reactive)

Chapter 6: Using Performance Measurement to Prove Value

Chapter Benefits

• Use new strategies to overcome obstacles in proving MSL teams’ internal and external value.

• Track the right metrics to demonstrate MSLs’ internal and external contributions to the company.

• Convert qualitative KOL feedback surveys into meaningful qualitative presentations.

• Improve databases and record-keeping to track MSL activities and share competitive intelligence across internal functions.



Chapter Data

15 charts focused on performance assessment across all surveyed company types and geographic regions. Data are broken down by company type (Top 20, Top 50, small/biotech and device/diagnostic) and geographic region (United States, Europe, Canada and Asia Pacific):

• Average number of MSL performance metrics tracked (by company type and by geographic region)

• Prevalence of KOL surveys to measure MSL value (by company type)

• Percentage of companies conducting KOL feedback surveys (by company type and by geographic region)

• Percentage of companies tracking external MSL performance metrics (by geographic region)

• Percentage of companies tracking internal MSL performance metrics (by geographic region)

Chapter 7: Benchmarking MSL Performance Metrics

Chapter Benefits

• Review and benchmark the performance metrics detailed in Chapter 6:

• Targeted number of maintained KOL relationships per quarter

• Targeted number of new KOL relationships per quarter

• Targeted number of KOLs providing feedback on their MSLs via surveys or interviews per quarter

• Targeted number of scientific speeches delivered by MSLs and by their KOLs per quarter

• Targeted number of promotional speeches delivered by MSLs and by their KOLs per quarter

• Targeted number of publications facilitated by MSLs per quarter

• Examine proven strategies for proving MSL value to internal stakeholders.

• Increase the team’s internal value by drawing on MSLs’ status as a clinical resource.

• Demonstrate MSLs’ value in gathering competitive intelligence.

• Leverage compliance to separate MSLs performance measurements from traditional sales performance models.


MSL ACTIVITIES AND PERFORMANCE MEASUREMENT 10

Chapter Data

9 charts focused on specific performance metrics MSL teams use:

• Targeted number of maintained KOL relationships per quarter

• Targeted number of new KOL relationships per quarter

• Targeted number of KOLs providing feedback on their MSLs via surveys or interviews per quarter

• Targeted number of scientific speeches delivered by MSLs and by their KOLs per quarter

• Targeted number of promotional speeches delivered by MSLs and by their KOLs per quarter

• Targeted number of publications facilitated by MSLs per quarter

• Prevalence of centralized IT systems to track MSL activities


MSL ACTIVITIES AND PERFORMANCE MEASUREMENT 11

CHARTS AND GRAPHICSExecutive Summary

Key Recommendations22 Figure E.1: Average Percentage of KOL Relationships Less Than One Year Old, by Company Type

23 Figure E.2: Prevalence of KOL Surveys to Measure MSL Value: All Company Types

23 Figure E.3: Percentage of Companies Conducting KOL Feedback Surveys, by Company Type

24 Figure E.4: Percentage of Companies Conducting KOL Feedback Surveys, by Geographic Region

26 Figure E.5: Percentage of MSL Teams that Present to Formulary Committees

IIntroduction to MSL Team Activities and Timing31 Figure 1.1: Prevalence of Proactive vs. Reactive KOL Outreach Strategies: All Geographic Regions

32 Figure 1.2: Prevalence of Proactive vs. Reactive KOL Outreach Strategies, by Geographic Region

33 Figure 1.3: Prevalence of Proactive vs. Reactive KOL Outreach Strategies, by Size of Team

34 Figure 1.4: Average Division of MSL Team’s Time by Product Category: All Geographic Regions

35 Figure 1.5: Average Division of MSL Team’s Time by Product Category, by Geographic Region

36 Figure 1.6: Phase in Which MSL Team Begins Activities for an Average Product: All Company Categories

37 Figure 1.7: Phase in Which MSL Team Begins Activities for an Average Product, by Geographic Region

38 Figure 1.8: Phase in Which MSL Team Begins Activities for an Average Product, by KOL Outreach Strategy

39 Figure 1.9: Time at Which MSL Team Discontinues Regular Activities for an Average Product: All Company Categories

40 Figure 1.10: Time at Which MSL Team Discontinues Regular Activities for an Average Product, by Geographic Region

41 Figure 1.11: Time at Which MSL Team Discontinues Regular Activities for an Average Product, by KOL Outreach Strategy

Introduction to Activity Breakdowns42 Figure1.12:PercentageofMSLTeamsthatPerformActivitiesWithinSpecificCategories:AllCompany

Categories

43 Figure 1.13: Average Breakdown of MSL Time by Activity Category: All Company Categories

44 Figure 1.14: Breakdown of MSL Time by Activity Category, by Company Category

Thought Leader Management Activities49 Figure 2.1: Breakdown of Thought Leader Development Activities Pre-Launch: All Company Categories

49 Figure 2.2: Breakdown of Thought Leader Development Activities Post-Launch: All Company Categories

50 Figure 2.3: Breakdown of Thought Leader Development Activities Pre-Launch, by Company Category

51 Figure 2.4: Breakdown of Thought Leader Development Activities Post-Launch, by Company Category


MSL ACTIVITIES AND PERFORMANCE MEASUREMENT 1�

CHARTS AND GRAPHICS Identifying New Opinion Leaders55 Figure 2.5: Average Percentage of KOL Relationships Less than 1 Year Old, by Company Type

56 Figure 2.6: Average Percentage of KOL Relationships Less than 1 Year Old, by Geographic Region

57 Figure 2.7: Average Percentage of KOL Relationships Less than 1 Year Old, by KOL Outreach Strategy

58 Figure2.8:ImportanceRatingsofQualitiesConsideredinKOLIdentificationandSelection:Top20Pharma

59 Figure2.9:ImportanceRatingsofQualitiesConsideredinKOLIdentificationandSelection:Top50Pharma

59 Figure2.10:ImportanceRatingsofQualitiesConsideredinKOLIdentificationandSelection:SmallPharma/ Biotech

60 Figure2.11:ImportanceRatingsofQualitiesConsideredinKOLIdentificationandSelection:Device/Diagnostics

61 Figure2.12:ImportanceRatingsofQualitiesConsideredinKOLIdentificationandSelection:UnitedStates

62 Figure2.13:ImportanceRatingsofQualitiesConsideredinKOLIdentificationandSelection:Canada

62 Figure2.14:ImportanceRatingsofQualitiesConsideredinKOLIdentificationandSelection:Europe

63 Figure2.15:ImportanceRatingsofQualitiesConsideredinKOLIdentificationandSelection:AsiaPacific

Building Relationships with KOLs65 Figure 2.16: Average Number of KOL Relationships per MSL, by Company Type

66 Figure 2.17: Average Length of KOL Visit, by Company Type

67 Figure 2.18: Average Length of KOL Visit, by Geographic Region

68 Figure 2.19: Average Length of KOL Visit, by KOL Outreach Strategy

73 Figure 2.20: Percentage of MSL Teams that Have Relationships with KOLs on Reimbursement Panels: All

Company Categories

74 Figure 2.21: Percentage of KOL Pool Comprised of KOLs on Reimbursement Panels, by Company

75 Figure 2.22: Percentage of MSL Teams that Have Relationships with KOLs on Reimbursement Panels, by Geographic Region

76 Figure 2.23: Percentage of MSL Teams that Have Relationships with KOLs on Reimbursement Panels, by KOL Outreach Strategy

77 Figure2.24:AverageBreakdownofKOLs’SpheresofInfluence:AllGeographicRegions

78 Figure2.25:AverageBreakdownofManagedKOLs’SpheresofInfluence,byGeographicRegion

Breakdown of Pre-Launch Thought Leader Activities80 Figure 2.26: Percentage of Companies Whose MSLs Identify New KOLs Pre-Launch

81 Figure 2.27: Percentage of Companies Whose MSLs Meet Face-to-Face with KOLs Pre-Launch

82 Figure 2.28: Percentage of Companies Whose MSLs Collect Competitive Intelligence Pre-Launch

83 Figure 2.29: Percentage of Companies Whose MSLs Travel Pre-Launch

84 Figure 2.30: Average Percentage of Time MSLs Spend Identifying New KOLs Pre-Launch

85 Figure 2.31: Average Percentage of Time MSLs Spend Meeting Face-to-Face with KOLs Pre-Launch

86 Figure 2.32: Average Percentage of Time MSLs Spend Collecting Competitive Intelligence Pre-Launch

87 Figure 2.33: Average Percentage of Time MSLs Spend Traveling Pre-Launch

Breakdown of Post-Launch Thought Leader Activities89 Figure 2.34: Percentage of Companies Whose MSLs Identify and Build Relationships with KOLs Post-Launch

90 Figure 2.35: Percentage of Companies Whose MSLs Educate Thought Leaders Post-Launch

91 Figure 2.36: Percentage of Companies Whose MSLs Meet with Hospital Administrative Staff Post-Launch



CHARTS AND GRAPHICS92 Figure 2.37: Percentage of Companies Whose MSLs Collect Competitive Intelligence Post-Launch

93 Figure 2.38: Percentage of Companies Whose MSLs Travel Post-Launch

94 Figure 2.39: Average Percentage of Time MSLs Spend Identifying and Building Relationships with KOLs Post- Launch

95 Figure 2.40: Average Percentage of Time MSLs Spend Educating Thought Leaders Post-Launch

96 Figure 2.41: Average Percentage of Time MSLs Spend Meeting with Hospital Administrative Staff Post-Launch

97 Figure 2.42: Average Percentage of Time MSLs Spend Collecting Competitive Intelligence Post-Launch

98 Figure 2.43: Average Percentage of Time MSLs Spend Traveling Post-Launch

SupportingMedicalandClinicalTeamsandScientificBrands

102 Figure 3.1: Breakdown of Medical/Clinical Activities Pre-Launch: All Company Categories

102 Figure 3.2: Breakdown of Medical/Clinical Activities Post-Launch: All Company Categories

103 Figure 3.3: Breakdown of Medical/Clinical Activities Pre-Launch, by Company Category

104 Figure 3.4: Breakdown of Medical/Clinical Activities Post-Launch, by Company Category

Meeting with Internal Stakeholders 106 Figure 3.5: Percentage of Companies Whose MSLs Meet with Internal Stakeholders Pre-Launch

107 Figure 3.6: Average Percentage of Time MSLs Spend Meeting with Internal Stakeholders Pre-Launch

108 Figure 3.7: Percentage of Companies Whose MSLs Meet with Internal Stakeholders Post-Launch

109 Figure 3.8: Average Percentage of Time MSLs Spend Meeting with Internal Stakeholders Post-Launch

Supporting Clinical Trials 111 Figure 3.9: Percentage of Companies Whose MSLs Evaluate Clinical Study Sites Pre-Launch

112 Figure 3.10: Average Percentage of Time MSLs Spend Evaluating Clinical Study Sites Pre-Launch

114 Figure 3.11: Percentage of Companies Whose MSLs Develop Clinical Trial Protocols Pre-Launch

115 Figure 3.12: Average Percentage of Time MSLs Spend Developing Clinical Trial Protocols Pre-Launch

118 Figure 3.13: Percentage of Companies Whose MSLs Coordinate New Company-Sponsored Phase 4 Research Post-Launch

120 Figure 3.14: Average Percentage of Time MSLs Spend Coordinating New Company-Sponsored Phase 4 Research Post-Launch

Managing IITs 122 Figure 3.15: Percentage of Companies Whose MSLs Coordinate and Facilitate IITs Pre-Launch

123 Figure 3.16: Percentage of Companies Whose MSLs Coordinate and Facilitate IITs Post-Launch

125 Figure 3.17: Average Percentage of Time MSLs Spend Coordinating and Facilitating IITs Pre-Launch

126 Figure 3.18: Average Percentage of Time MSLs Spend Coordinating and Facilitating IITs Post-Launch

127 Figure 3.19: Average Percentage of IITs that Enter the Company via the MSL Team, by Company Type

128 Figure 3.20: Average Percentage of IITs that Enter the Company via the MSL Team, by Geographic Region

Supporting Medical/Clinical Brand Pre-Launch 130 Figure 3.21: Percentage of Companies Whose MSLs Attend Medical Meetings and Congresses Pre-Launch

131 Figure 3.22: Average Percentage of Time MSLs Spend Attending Medical Meetings and Congresses Pre-Launch

133 Figure3.23:PercentageofCompaniesWhoseMSLsDeliverScientificPresentationsandSpeechesPre-Launch



CHARTS AND GRAPHICS135 Figure3.24:AveragePercentageofTimeMSLsSpendDeliveringScientificPresentationsandSpeechesPre-

Launch

137 Figure3.25:PercentageofCompaniesWhoseMSLsDevelopScientificCollateralandDocumentsPre-Launch

139 Figure3.26:AveragePercentageofTimeMSLsSpendDevelopingScientificCollateralandDocumentsPre- Launch

141 Figure 3.27: Percentage of Companies Whose MSLs Contribute to Product Label Development Pre-Launch

142 Figure 3.28: Average Percentage of Time MSLs Spend Contributing to Product Label Development Pre-Launch

Supporting Medical/Clinical Brand Post-Launch 144 Figure 3.29: Percentage of Companies Whose MSLs Attend Medical Meetings and Congresses Post-Launch

145 Figure 3.30: Average Percentage of Time MSLs Spend Attending Medical Meetings and Congresses Post-Launch

147 Figure3.31:PercentageofCompaniesWhoseMSLsDeliverScientificPresentationsPost-Launch

148 Figure3.32:AveragePercentageofTimeMSLsSpendDeliveringScientificPresentationsandSpeechesPost- Launch

150 Figure 3.33: Percentage of Companies Whose MSLs Participate in Advisory Board Activities Post-Launch

151 Figure 3.34: Average Percentage of Time MSLs Spend Participating in Advisory Board Activities Post-Launch

153 Figure 3.35: Percentage of Companies Whose MSLs Plan and Facilitate Medical Publications Post-Launch

154 Figure 3.36: Average Percentage of Time MSLs Spend Planning and Facilitating Medical Publications Post- Launch

Supporting Commercial Teams Supporting Commercial Teams Pre-Launch 162 Figure 4.1: Breakdown of Commercial Support Activities Pre-Launch: All Company Categories

163 Figure 4.2: Breakdown of Commercial Support Activities Pre-Launch, by Company Category

165 Figure 4.3: Percentage of Companies Whose MSLs Develop Promotional Collateral Pre-Launch

166 Figure 4.4: Percentage of Companies Whose MSLs Train Field Sales Forces Pre-Launch

167 Figure 4.5: Percentage of Companies Whose MSLs Train Promotional Speakers Pre-Launch

168 Figure 4.6: Percentage of Companies Whose MSLs Deliver Promotional Presentations and Speeches Pre-Launch

169 Figure 4.7: Percentage of Companies Whose MSLs Present to Formulary Committees Pre-Launch

170 Figure 4.8: Percentage of Companies Whose MSLs Contribute to Health Economic Analyses Pre-Launch

172 Figure 4.9: Average Percentage of Time MSLs Spend Developing Promotional Collateral Pre-Launch

173 Figure 4.10: Average Percentage of Time MSLs Spend Training Field Sales Forces Pre-Launch

174 Figure 4.11: Average Percentage of Time MSLs Spend Training Promotional Speakers Pre-Launch

175 Figure 4.12: Average Percentage of Time MSLs Spend Delivering Promotional Presentations and Speeches Pre- Launch

176 Figure 4.13: Average Percentage of Time MSLs Spend Presenting to Formulary Committees Pre-Launch

177 Figure 4.14: Average Percentage of Time MSLs Spend Contributing to Health Economic Analyses Pre-Launch



Supporting Commercial Teams Post-Launch 179 Figure 4. 15: Breakdown of Commercial Support Activities Post-Launch: All Company Categories

179 Figure 4. 16: Breakdown of Commercial Support Activities Post-Launch, by Company Category

181 Figure 4.17: Percentage of Companies Whose MSLs Identify New Promotional Speaker Opportunities Post- Launch

182 Figure 4.18: Percentage of Companies Whose MSLs Support Field Sales Activities Post-Launch

183 Figure 4.19: Percentage of Companies Whose MSLs Train Field Sales Forces Post-Launch

184 Figure 4.20: Percentage of Companies Whose MSLs Train Promotional Speakers Post-Launch

185 Figure 4.21: Percentage of Companies Whose MSLs Deliver Promotional Speeches Post-Launch

186 Figure 4.22: Percentage of Companies Whose MSLs Present to Formulary Committees Post-Launch

187 Figure 4.23: Percentage of Companies Whose MSLs Contribute to Health Economics Analyses Post-Launch

189 Figure 4.24: Average Percentage of Time MSLs Spend Identifying and Coordinating New Speaker Opportunities Post-Launch

190 Figure 4.25: Average Percentage of Time MSLs Spend Supporting Field Sales Post-Launch

191 Figure 4.26: Average Percentage of Time MSLs Spend Training Field Sales Forces Post-Launch

192 Figure 4.27: Average Percentage of Time MSLs Spend Training Promotional Speakers Post-Launch

193 Figure 4.28: Average Percentage of Time MSLs Spend Delivering Promotional Speeches Post-Launch

194 Figure 4.29: Average Percentage of Time MSLs Spend Presenting to Formulary Committees Post-Launch

195 Figure 4.30: Average Percentage of Time MSLs Spend Contributing to Health Economics Analyses Post-Launch

Continuing Individual and Team Education for MSLs

199 Figure 5.1: Frequency of MSL Training Among All Company Categories

200 Figure 5.2: Breakdown of Education Activities Pre-Launch: All Company Categories

201 Figure 5.3: Breakdown of Education Activities Post-Launch: All Company Categories

203 Figure 5.4: Breakdown of Education Activities Pre-Launch, by Company Category

204 Figure 5.5: Breakdown of Education Activities Post-Launch, by Company Category

Breakdown of Pre-Launch Education Activities206 Figure 5.6: Percentage of Companies Whose MSLs Train New MSLs Pre-Launch

207 Figure 5.7: Percentage of Companies Whose MSLs Complete Continuing Education and Self-Education Courses Pre-Launch

208 Figure 5. 8: Average Percentage of Time MSLs Spend Training New MSLs Pre-Launch

209 Figure 5. 9: Average Percentage of Time MSLs Spend Completing Continuing Education and Self-Learning Courses Pre-Launch

Breakdown of Post-Launch MSL Education Activities211 Figure 5.10: Percentage of Companies Whose MSLs Train New MSLs Post-Launch

212 Figure 5.11: Percentage of Companies Whose MSLs Complete Continuing Education and Self-Education Courses Post-Launch

213 Figure 5.12: Average Percentage of Time MSLs Spend Training New MSLs Post-Launch

214 Figure 5.13: Average Percentage of Time MSLs Spend Completing Continuing Education and Self-Learning Courses Post-Launch

CHARTS AND GRAPHICS



Using Performance Measurement to Prove Value Performance Measurement Trends 219 Figure 6.1: Average Number of MSL Performance Metrics Tracked, by Company Type

220 Figure 6.2: Average Number of MSL Performance Metrics Tracked, by Geographic Region

223 Figure 6.3: Prevalence of KOL Surveys to Measure MSL Value: All Company Types

223 Figure 6.4: Percentage of Companies Conducting KOL Feedback Surveys, by Company Type

225 Figure 6.5: Percentage of Companies Conducting KOL Feedback Surveys, by Geographic Region

226 Figure 6.6: Percentage of Companies Tracking External MSL Performance Metrics: All Geographic Regions

228 Figure 6.7: Percentage of Companies Tracking External MSL Performance Metrics: United States

229 Figure 6.8: Percentage of Companies Tracking External MSL Performance Metrics: Europe

230 Figure6.9:PercentageofCompaniesTrackingExternalMSLPerformanceMetrics:AsiaPacific

231 Figure 6.10: Percentage of Companies Tracking External MSL Performance Metrics: Canada

232 Figure 6.11: Percentage of Companies Tracking Internal MSL Performance Metrics: All Geographic Regions

233 Figure 6.12: Percentage of Companies Tracking Internal MSL Performance Metrics: United States

234 Figure 6.13: Percentage of Companies Tracking Internal MSL Performance Metrics: Europe

235 Figure 6.14: Percentage of Companies Tracking Internal MSL Performance Metrics: Canada

236 Figure6.15:PercentageofCompaniesTrackingInternalMSLPerformanceMetrics:AsiaPacific

Documentation and Performance Measurement 237 Figure 6.16: Prevalence of Centralized IT Systems to Track MSL Activities: All Company Types

Benchmarking MSL Performance Metrics Measuring MSLs’ Internal and External Value243 Figure 7.1: Targeted Number of Maintained KOL Relationships per Quarter

244 Figure 7.2: Targeted Number of New KOL Relationships per Quarter

245 Figure 7.3: Targeted Number of KOLs Providing Feedback via Surveys or Interviews per Quarter

246 Figure7.4:TargetedNumberofScientificSpeechesDeliveredbyMSLsperQuarter

248 Figure7.5:TargetedNumberofScientificSpeechesDeliveredbyKOLsperQuarter

249 Figure 7.6: Targeted Number of Promotional Speeches Delivered by MSLs per Quarter

250 Figure 7.7: Targeted Number of Promotional Speeches Delivered by KOLs per Quarter

251 Figure 7.8: Targeted Number of Publications Facilitated per Quarter

CHARTS AND GRAPHICS



STUDY METHODOLOGYAnalysts developed the information for this study from both primary and secondary sources. Cutting Edge Information’s process for collecting and analyzing information encompasses two distinct tools: quantitative surveys and qualitative interviews. Both tools provide necessary information for analysts to understand not only the benchmarks included in this report, but also the reasoning that influences strategy development, responses to key trends and pressures, operational processes, staffing, budgets and timelines.

MORE CUTTING EDGE INFORMATION REPORTS:

Managing Medical Science Liaison Teams (PH177)Budgets, Staffing and Compensation Benchmarks

http://www.cuttingedgeinfo.com/research/medical-affairs/msl-benchmarks/

Medical Affairs (PH148)Effective Global Resource Allocation

http://www.cuttingedgeinfo.com/research/medical-affairs/global- resource-allocation/

Key Opinion Leaders (PH122) Relationship Management and Segmentation Data

http://www.cuttingedgeinfo.com/research/medical-affairs/key-opin-ion-leaders/

MSL DATA SUITE

Cutting Edge Information is pleased to introduce our customized research service, the MSL Data Suite, based on unique client feedback that addresses the four looming challenges MSLs are facing right now. Our research service provides your team with the most up-to-date benchmarks, delivered just the way you want them. Get customized solutions for MSL key performance indicators (KPIs), MSL Compensation, MSL Structure and KOL quantitative feedback. Request a brochure or visit our website: http://www.cuttingedgeinfo.com/consulting/msl-customized-data-suite/

http://www.cuttingedgeinfo.com/research/medical-affairs/global-resource-allocation/

http://www.cuttingedgeinfo.com/research/medical-affairs/msl-benchmarks/

http://www.cuttingedgeinfo.com/research/medical-affairs/key-opinion-leaders/

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