Lisa Cesario_Sarah Jarvis_Eric Scott

ZS Associates | 847.492.3600 | www.zsassociates.com

Industry-Wide Collaboration to Support Field-

Based Medical Professionals (MSLs): A Successful Case Study in Canada

Lisa Cesario, B.Sc. Phm. Director, Medical Liaisons Oncology,

HOFFMANN-LA ROCHE LIMITED

Sarah Jarvis, Manager, Medical Affairs Lead, ZS ASSOCIATES

Eric Scott, Manager, ZS ASSOCIATES

ExL Pharma MASS West: September 18, 2014

CanadianMSLForum_Day2at1215_for ExLPharma © 2014 ZS Associates

Disclaimer

The information presented by Lisa Cesario is representative of the

opinions of the Canadian MSL Forum and not those of Hoffmann-La

Roche Ltd.

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Agenda

1

2

3

4

Who: Canadian MSL Leaders Forum

How: Conducting a Survey in Canada

What: So What Did We Do?

Next Steps

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Agenda

1

2

3

4




Next Steps

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Evolution of the Canadian Field Based Forum in Support

of MSL Role

1970 ̶ 2000

Field Medical Function develops,

reporting to Marketing

2008

90% of Field Medical report

to a Medical function

2009

Canadian Field Based

Medical & Scientific

Communications Forum

established

2010

Canadian Field Medical

Guiding Principles created

2012

Guiding Principles aligned

with Rx&D Code of Ethical

Practices

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Canadian Guiding Principles for MSLs – Current as of July 2012

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The Field-Based Medical and

Scientific Communications role is a

non-promotional role that must report

to a non-promotional function

Provide peer-to-peer (collegial),

in-depth, scientific exchange according

to HCP needs in a particular (disease)

area of interest

Communication is non-promotional in

nature as dictated by legal statutes,

regulatory guidelines and policies

Continuity in developing a long

term association with HCP’s,

primarily with thought leaders

and the academic community


Canadian Guiding Principles for MSLs – Current as of July 2012

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Fair balanced communication

of current, peer-reviewed data

on therapeutic area including

specific products

Communicating the evidence in a

balanced and unbiased way without

expressing opinions, taking positions,

or making recommendations

Through interactions with HCPs

Field-Based Medical and Scientific

Communications personnel may

support and or facilitate research

activities as dictated by legal statutes,

regulatory guidelines and policies


Why a MSL Forum for Member Companies?

Provide a forum for the open exchange of ideas and

information of a non-confidential nature related to Field Medical

between participating companies

Promote closer professional, non-competitive relationships

amongst Field Medical Personnel

Continuously monitor the industry and the external environment

for trends in the area of Field Medical

Act as a reference to associations that interface with regulatory

agencies or other governing bodies related to operating

standards & guiding principles of Field Medical

Create a platform for training and professional development

of Field Medical Personnel

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The Three Core Pillars of the Forum

Provide an opportunity

for the refinement of the

MSL function across

ALL companies with an

MSL function (even

non-Rx&D and Biotech

Canada).

In the setting of a

professional forum

members can learn, as

appropriate, from each

other resulting in a more

robust, consistent

function long-term.

Consistency

Focus on professional

development and

leading/best practice

through the

development of training

and symposia in

partnership with

Universities and other

like-minded groups or

associations.

Development

Provide input or

expertise, when

needed, to Rx&D when

matters involving MSL

operation are raised.

Beyond the MSL

Guiding Principles,

matters of policy will not

be a focus of the Forum

as policy is the domain

of Rx&D.

Governance

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Forum Members & Ground Rules

Participation

This Forum is composed primarily of individuals from research-based

pharmaceutical and Biotech companies. It may also include from time to

time, dependent on meeting topics, consultants and contract organizations.

It does not however include individuals from generic companies.

Mode of Operation / Ground Rules

Being respective of member company’s competitive intelligence concerns/

confidentiality constraints

Collaborative and transparent environment

Open and voluntary participation of companies

Shared and rotating responsibilities for hosting the Forum

An annual assigned Chair to construct agenda and facilitate meetings

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Currently 28 Canadian Companies Are Active Members

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of MSL Role

1970 ̶ 2000



2008



2009




established

2010



2013

Conducted an Industry-

wide Research on the

Value of the MSL

2012



Practices

- 12 -


17/28 Member Companies Agreed to Participate in the Survey

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Agenda

1

2

3

4




Next Steps

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Why Was a Survey Needed?

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The role of the MSL has been a role that has undergone significant evolution

from its first inception within the industry

Very limited data exists that defines the value of the MSL role in the eyes

of HCPs

No data exists within Canada

Establishing a baseline within the Industry will help guide the future priorities

of the Forum

A survey will establish its first benchmark for the role of the MSL in Canada

Objectives of the Forum to Conduct an Industry Wide Survey

To understand what HCPs and MSLs are saying about MSLs in Canada

To gain insight on the value that is being provided/ not provided

To identify the gaps that exist

To help the forum build a plan on what to Start, Stop & Continue


How Did the Forum Move Forward?

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2013: Q1 Forum members were able to submit

potential vendors for consideration

Forum created a scope of work for

vendors to submit a RFP

Q3 A total of 17/28 member companies

agreed to participate

The vendor liaised with each member

company to establish a contract

according to each company’s

individual requirements

Q4

Survey and interviews fielded

October to November 2013

Q2

Potential Vendors presented

their proposal to the Forum

f2f in April 2013

One vendor was selected to

complete the survey on

behalf of all forum members

that volunteered to participate

Costs were shared equally by

each participating company

based on the scope of work

for the project

2014: Q1

Executive Leadership Forum

held in Toronto in January

Participation of 17 companies


Benefits of Working with a Third Party Vendor

Allowed each participating company to maintain their:

Confidentiality requirements

Competitive intelligence requirements

Promoted collaboration

Allowed for voluntary participation

Vendor would be able to remain neutral and ensure the needs

of the forum were met

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Agenda

1

2

3

4




Next Steps

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The Forum Has Commissioned a Unique and Groundbreaking Study,

Confirming That the Role Should Be Shaped by Those Within It

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Internal

359 respondents

from 17 organizations

completed a 30-minute

quantitative study on the

value of MSLs to their

organization

External - Deep

32 Scientific Experts

(SEs, KOLs) across

16 specialties were

recruited for a 45-minute

qualitative interview on

their perceptions of MSLs

External - Broad

87 Scientific Experts

across 16 specialties

were recruited for a 30 min

online survey to rate the

value of MSLs from 30

different organizations


The MSL Attributes Most Correlated with an MSL’s Value According

to Scientific Experts Include Both Scientific Knowledge and Softer Skills

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MSL training should focus on both scientific/therapeutic information and softer skills

MSL drivers most valued by Scientific Experts (SEs)

Cost of Entry Non-differentiating Drivers

Very Important Hidden Drivers

Highly correlated drivers of MSL Value

1. Understanding of needs & preferences

2. Thought provoking

4. Therapeutic Area knowledge

5. Scientific expert of company portfolio 6. Scientific expert of

competitor products

7. Communicating relevant, meaningful and unbiased

information

8. Raising awareness of opportunities (clinical trials

& grants)

9. Accurate and meaningful interpretation of scientific

data

10. Supporting trials with available company resources

11. Business acumen

12. Connecting the SE to other TA leaders

13. Responsiveness

14. Supportive in research

15. Patient focused

Deri

ve

d i

mp

ort

an

ce

Stated importance


While MSLs Comprise Approximately 26% of the Time SEs Spend with Pharma

Field Personnel Today, SEs Would Prefer to Spend Almost 50% More Time

with MSLs – at the Expense of Time with Sales Reps

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S1Q10. What is the split for your time spent with industry representatives over the past year?

S4Q5. In the future, what percentage of time would you prefer to spend with the following types of pharmaceutical personnel in a given year?

N-Sizes: Top tier SEs (7); Low tier SEs (80)

Average distribution of time spent

with Pharma personnel

14% Other

26% MSL

59% Sales Rep.

SEs would prefer to spend

approximately 40% of their time

with MSLs, and slightly less time

with sales reps, compared to today

Top Tier SEs:

Spend more time

with MSLs than

average (35%

vs. 26%)

Generally find

interactions with

sales reps less

valuable

“If we had to keep one or the other, I would obviously keep the MSL.” — Med Onc

"MSLs are the most valuable person from the company.” — Card

"I do not spend too much with the reps because I typically know about their drugs better than themselves.” — Neuro

25% Other

35% MSL

41% Sales Rep.


While Almost All Scientific Experts Are Open to Seeing MSL Visits, a Small

Number of Younger SE’s Are Minimizing MSL Activity in Their Practice

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S1Q11. How would you characterize your personal policy towards pharmaceutical company Medical Science Liaisons (MSLs)?

S1Q13. Please rate your level of reception and openness to the following pharmaceutical personnel.

N-Sizes: Younger SEs (25); Older SEs (26)

Percentage of SEs that are open to

MSL visits and find them useful

3%

44%

53%

I am very open to receiving visits and find the

interactions extremely useful

Older SEs:

Are generally more open to receiving visits and are more

likely to have an “open policy” towards their MSLs

I am open to receiving visits and find the

interactions to be somewhat useful

I try to minimize the number of visits because I do

not find the interactions to drive any value

58%

42%

0%

48% 48%

4%

I am very open toreceiving visits andfind the interactions

extremely useful

I am open to receivingvisits and find theinteractions to besomewhat useful

I try to minimize thenumber of visits

because I do not findthe interactions to

drive any value

Old Young

“I do not find the majority of my scientific

discussions with MSLs useful.”

— Medical Oncologist (7 years in practice)


Almost 90% of SEs Took a Proactive Next Step After Interacting with Their

Best MSL and All Actions Are Highly Correlated with the Overall Value an MSL

Can Deliver to the SE’s Practice

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11%

23%

30%

32%

35%

44%

51%

52%

0% 55%% of SEs

65%

24%

11%

0%

100%

% S

Es

No Actions Taken

One Action Taken

>1 Actions Taken

Typical range

for percentage

of SEs who

took an action

following their

visit with MSLs

Actions taken following conversation with the best MSL

89%

Requested follow-up information from MSL

Utilized information provided by the MSL responding to

questions in my practice

Gathered additional information on my own in the topic area introduced by the liaison

Utilized information provided by the liaison in my own publications,

speaking, or teaching

Shared information provided by MSL with a colleague

Participated in sponsored / supported clinical trials

Submitted a study protocol on a topic of interest

I did not take any action


Finally, internal stakeholders recognized the value of the MSL role, but

could benefit from increased coordination and communication

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Better coordination is

required between MSLs

and other field personnel

to enhance the overall

customer experience

that the SE has with

representatives of the

pharmaceutical company

As more emphasis is

placed on patient

outcomes and health

economics, it is crucial

for the MSL and

Public Affairs teams

to collaborate as

strategic partners

There is a clear need for

better visibility of the

MSL role and alignment

on the scope of activities

and responsibilities within

the organization

Internal stakeholders find

the MSL role highly

valuable and crucial to

future success


Internally, we

can start to

make changes

Clearly identify and define the role of an MSL

Communicate, internally and externally, what we can and cannot do

Collaborate and stay in contact with our field colleagues to bring value to

our shared customers

Our SEs have

different needs

Oncology & Niche Specialists: research & clinical involvement

Specialty & Mass Market: understanding data and therapeutic decisions

Younger SEs: different engagement model

Top SEs (Tier 1s): leadership & speaking activities

Survey Results – 3 Key Takeaways

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The MSL Role is

not just about

therapeutic

knowledge

Key drivers of MSL value are:

Therapeutic knowledge

Understanding needs

Providing a high level of customer service

Our SEs are customers, too

Survey Results Established the Benchmark for

the Forum to Build a Strategic Plan


Agenda

1

2

3

4




Next Steps

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Using Study Insights, the Forum Has Identified Key Issues to Help Bridge

the Gap from Today’s Reality to Tomorrow’s Vision for MSLs in Canada

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Gaps identified through quantitative and qualitative research

Future

Vision

External Gaps

Internal Gaps

Current

State


Valuable role both internally

and externally

Value is highly correlated with:

Proactive next steps by SEs

following MSL interactions

“Softer” customer service skills

such as understanding needs

Therapeutic area knowledge

Perceptions of MSL value &

engagement vary depending on:

SE age

Specialty type

Research involvement



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External Gaps

Internal Gaps

Current

State

Future

Vision

Future

Vision


External gaps include

• Engagement with younger SEs

• Common Core competency model

for MSLs in Canada

• Skill building and overall stakeholder

awareness of roles and responsibilities



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Internal gaps include

• Role clarity and definition

• Communication and collaboration

Future

Vision

Current

State

External Gaps

Internal Gaps




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External Gaps

Internal Gaps

A collaborative role viewed across the organization for expertise in balanced market & therapeutic area knowledge

Role defined by SE needs, not reactive compliance concerns

Ability to understand needs of & tailor discussions to different types of SEs

Providing responsive and accessible service to Scientific Experts

Current

State

Future

Vision

Current

State



of MSL Role

1970 ̶ 2000



2008



2009




established

2010



2013

Conducted an Industry-

wide Research on the

Value of the MSL

2014 Forum to build a 3-5 year

Strategic Plan with a 2015

Tactical Plan

2012



Practices

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Building a Strategic Plan for the Forum

Subcommittee established in

July (8 members) to plan for a

strategic planning session

(including one year tactical plan)

for early November 2014

A third party vendor will be

selected by the Forum

Target budget agreed to and

made reasonable across

participating companies

Subcommittee will review 3–5

request for proposals via webex

on behalf of the forum members

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Plan & facilitate the strategic session

planning day to include:

A situational analysis of the current

environment

Interview forum members to understand

the current environment, issues

Support the review and refinement of

the guiding principles

Ensure the research findings are

incorporated into the future plan

Produce a strategic plan with tactical

recommendations for the forum to

review and approve

Vendor’s scope of work will be:


Questions?

Lisa Cesario Director, Medical Liaisons, Oncology

Hoffmann-La Roche Ltd., Canada

[email protected]

Sarah Jarvis Manager, Medical Affairs Lead

ZS Associates, San Mateo

[email protected]

Eric Scott Manager

ZS Associates, Toronto, Canada

[email protected]

https://twitter.com/PManoog3

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Lisa Cesario_Sarah Jarvis_Eric Scott