Roles, Resources, and Managemet of Medical Science Liaisons
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Transcript of Roles, Resources, and Managemet of Medical Science Liaisons
Roles, Resourcing and Management of Medical Science Liaisons
Best Practices, LLC Benchmarking Report
Copyright © Best Practices®, LLC 2
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 37
Table of Contents
Copyright © Best Practices®, LLC 3
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 Reductions
53 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 62
Table of Contents (Cont’d)
Copyright © Best Practices®, LLC 4
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 78
Table of Contents (Cont’d)
Copyright © Best Practices®, LLC 5
Project Methodology and Study Objectives
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 MSLs
Competition for the time and attention of physicians and Key Opinion Leaders (KOLs) is intensifying. Thus, companies increasingly use Medical Science Liaisons (MSL) to build and strengthen relationships with physicians and KOLs.
Copyright © Best Practices®, LLC 6
Key Opinion Leaders Segment Definitions
KOLs have different spheres of influence. This provides how Best Practices, LLC defines the different roles of national and regional leaders. Field researchers used the following definitions 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 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 Value
Copyright © Best Practices®, LLC 8
List of Participating Companies
Abbott Labs Amgen Astellas AstraZeneca Baxter Healthcare Boehringer Ingelheim Celgene Cubist Pharmaceuticals Eisai Genentech GlaxoSmithKline Ipsen Laboratories Esteve Merz Pharma Mitsubishi Tanabe Pharma
America Merck Sharp & Dohme Novartis Shire Takeda Teva (branded) ViroPharma Inc ViiV Healthcare
Abbott Labs AstrazZeneca Axcan Pharma Inc. Boehringer Ingelheim Eli Lilly and Company Focus Technologies Genentech Innovex Janssen cilag Mylan Bertek
Pharmaceuticals Novartis Novo Nordisk
Pharmaceuticals Organon Netherlands Organon U.S. Sanofi-Aventis Schering Plough TTY Biopharm UCP Vertex
Best Practices®, LLC distilled observations and insights from interviews and benchmark performance data from a total of 27 leaders from 24 pharmaceutical and biotechnology companies.
2011 2009
Copyright © Best Practices®, LLC 9
Range of Career Levels Lend Insight
Research participants’ roles ranged from senior leaders to managers of medical affairs to medical science liaisons.
Associate Director, Medical Affairs Associate Director, Medical Science
Liaisons Clinical Communication Leader Director, Medical Affairs (Oncology) Director, Regional Medical Liaisons Director, Global Medical Affairs Strategy Executive Director, Medical Affairs
Medical Affairs Executive Director, Medical and
Scientific Affairs Lead Clinical Development & CRO
Liaison Medical Manager, Medical Science
Liaison Marketing Manager Medical Manager in Medical Affairs Medical Director
Medical Manager Medical Director, Biosurgery Medical Director Medical Science Liaison Regional Director, MSL Medical Affairs Senior Regional Medical Scientist,
Managed Care and Therapeutic Lead Specialist III, Medical Affairs Operations Sr. Scientific Liaison Sr. Vice President, Medical Affairs and
Drug Development Sr. Director, Medical Science Liaisons Vice President, Medical Affairs &
Regulatory Affairs Vice President, Medical Services
Medical Affairs Vice President and Head North
American Medical Affairs
Copyright © Best Practices®, LLC 10
48% of Respondents Directors or Above
4%7%
37%
15%
19% 19%
Chief MedicalOfficer
VP Director RegionalAssociate
Director/Manager
MSL Other
Nearly half of the respondents were director and above. Others respondents include Clinical Communication Manager, Marketing Manager and Clinical Liaison.
What is your current role in regards to MSL?
N=27
Specialist Roles and Service Scope
Copyright © Best Practices®, LLC 12
Two-thirds of MSL Groups Led by Director or Higher LevelMore than 60 percent of the supervisory responsibility to oversee the MSL function is with Directors and Vice Presidents. Other executives overseeing the MSLs include Executive Directors, Strategy and Planning or Clinical Liaison groups.
Vice President,
29%
Director, 38%
Assistant Director, 4%
Manager, 21%
Other, 8%
Who has oversight responsibility for your Medical Science Liaison function?
N=24
Copyright © Best Practices®, LLC 13
Lifecycle Does Play Important Role in MSL Deployment
Companies continue to consider product lifecycle in MSL deployment as well as the company commitment to a franchise
61% 53%
30%39%
35%44%
4% 6%
4% 6% 9% 11%
57%
35%
6%
2011 2009 2011 2009
Very Important Important Not Important Do Not Use
Product lifecycle planCorporate commitment to an
over-arching franchise
Assess the effectiveness of the following factors by which you determine how many liaisons to put into the field.
N 2011=23 N 2009=19
Copyright © Best Practices®, LLC 14
Factors for Shifting MSLs - Voices from the FieldThe shift or relocation of MSLs in the field is in response to the decreasing relevance of traditional sales and marketing activities as they relate to building relationships with KOLs 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 Affairs
Copyright © Best Practices®, LLC 15
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, LLC6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517
About Best Practices, LLC