Medical Science Liaison Webinarv 2009

BEST PRACTICES,®

LLCCopyright © Best Practices, LLC

Best Practices, LLC ResearchBest Practices, LLC Research

Medical Science Liaisons: Medical Science Liaisons: Gaining Access & Forging Relationships with Key Gaining Access & Forging Relationships with Key

Opinion LeadersOpinion Leaders

Strategic Benchmarking Research Presented by Cameron Tew

2009

BEST PRACTICES,®


About Our Guest SpeakerCameron Tew is an executive director of research for Best Practices, LLC, a global thought leader in the field of best practice performance improvement for companies in the bio-pharmaceutical and healthcare sector.

#1 On Amazon.Com Reader Ratings –

Customer SatisfactionPHARMA

BIOTECH

CRO’s

COMMER-CIAL / R&D

HOSPITALS

MEDICALDEVICES

GROUPPROBLEMSOLVING

Client Sectors

E-mail: [email protected] E-mail: [email protected] (Ph)(Ph) 919-767-9246919-767-9246

BEST PRACTICES,®


Abbott LabsAbbott Labs•Allergan, Inc.Allergan, Inc.•AnesivaAnesiva•AstrazenecaAstrazeneca•Axcan Pharma Inc.Axcan Pharma Inc.•Boehringer IngelheimBoehringer Ingelheim•Bristol-Myers SquibbBristol-Myers Squibb•Cardiac Science CorpCardiac Science Corp•CSL BehringCSL Behring•Eli Lilly and CompanyEli Lilly and Company•Focus TechnologiesFocus Technologies•GenentechGenentech•InnovexInnovex•Janssen cilagJanssen cilag•MedtronicMedtronic•BertekBertek•NovartisNovartis•Novo NordiskNovo Nordisk•Organon.Organon.•Schering PloughSchering Plough•ShireShire•TTY BiopharmTTY Biopharm•UCBUCB•VertexVertex

Abbott LabsAbbott Labs•Allergan, Inc.Allergan, Inc.•AnesivaAnesiva•AstrazenecaAstrazeneca•Axcan Pharma Inc.Axcan Pharma Inc.•Boehringer IngelheimBoehringer Ingelheim•Bristol-Myers SquibbBristol-Myers Squibb•Cardiac Science CorpCardiac Science Corp•CSL BehringCSL Behring•Eli Lilly and CompanyEli Lilly and Company•Focus TechnologiesFocus Technologies•GenentechGenentech•InnovexInnovex•Janssen cilagJanssen cilag•MedtronicMedtronic•BertekBertek•NovartisNovartis•Novo NordiskNovo Nordisk•Organon.Organon.•Schering PloughSchering Plough•ShireShire•TTY BiopharmTTY Biopharm•UCBUCB•VertexVertex

The Benchmark ClassBest Practices®, LLC distilled observations and insights from interviews and benchmark performance data from a total of 29 leaders within the pharmaceutical and biotechnology sector.

BEST PRACTICES,®


Role of MSLs in Managing KOLs

• A “disciplined mandate” should guide structured interactions– Often critical in recruiting KOLs and developing relationships– Lack of standards in what MSLs do can frustrate KOLs– Ideally serve to bridge between “scientific platform around which the brand is being defined” and commercial interests

• “MSLs often have greater influence at the regional level.” – Facilitate clinical studies in the geographies they cover– Use as a clinical trial liaison can support KOL activities – Excellent conduit for cutting-edge scientific matters

• MSLs need to “own” the relationship with the KOL– MSLs can ensure that the company’s many touch points with a KOL (Scientific/Medical Affairs, Sales, Marketing) are cohesive and consistent – “MSLs are often firefighters” who manage communication issues when a KOL is receiving mixed messages or signals from various functions

Although various and too often “undisciplined,” MSLs regularly have a critical role in recruiting, building relationships, and working with KOLs. The variety in both MSL skill levels and KOL roles can make these working relationships challenging.

BEST PRACTICES,®


Insight #1: Monitoring Markets & Competition

Medical Science Liaisons (MSLs) forge thought leader relationships that provide critical windows into the market and the competition. Moreover, they gain superior access to key influencers.

Key Findings

• Companies must utilize their Medical Science Liaisons throughout the lifecycle of a drug as they provide direct insight into how physicians and thought leaders perceive and use the product.

• Product lifecycle, thought leader coverage and franchise objectives are the primary key drivers that influence how many MSLs a company deploys.

• The effectiveness of those three factors ranges from 74 to 81 percent, according to benchmark partners.

• Companies must define the role of their MSLs, who see themselves often as aids to those working with patients. Seek a balance between the scientific and commercial needs of the company.

BEST PRACTICES,®


Manage Thought Leaders To Optimize Product Impact

Thought leaders are sources of great insight and value through the entire lifecycle of

pharmaceutical products.

Reduce clinical trial cost & maintain market-focused development

Market awareness & enthusiasm enable faster sales penetration

Physician education builds faster & more effective usage

Influence managed care through education, advocacy, & health outcomes

Feedback about and support for additional indications & guidelines shaping

Using Thought Leaders Across All Value Fronts

CompoundDevelop-

mentLaunch

CorrectDiagnosis

(Individual & Group)

Formulary Approval

LifecycleManage-

ment

BEST PRACTICES,®


Enable More Informed Decisions and More Effective Execution

Thought Leader Insights and Opinions

Thought Leader Insights and Opinions

Communication to Brand Teams

Communication to Brand Teams

Impact on Brand Strategy and Tactics

Impact on Brand Strategy and Tactics

• Ensure brands understand thought-leader attitudes, beliefs, interest and input

• Communicate unsolicited thought-leader feedback on key messages and concepts to the brands

• Proactively seek thought-leader opinion on current market conditions, competitors, messages, and tactics

MSLs help brands understand key market dynamics and perceptions

Medical Science Liaisons (MSLs) uncover key insights and behaviors from their thought leader relationships that provide critical input for commercial decisions.

BEST PRACTICES,®


Drivers for Field-Force Size

Product lifecycle, thought leader coverage and franchise objectives are the primary key drivers of the number of MSLs a company deploys into the field.

Not Important

Assess the effectiveness of the following factors by which you Assess the effectiveness of the following factors by which you determine how many liaisons to put into the field.determine how many liaisons to put into the field.

N=28N=28

Do Not UseImportantVery Important

4%

7%

19%

19%

22%

33%

41%

48%

50%

39%

37%

37%

19%

37%

37%

33%

7%

18%

7%

11%

15%

4%

4%

4%

39%

36%

37%

33%

44%

26%

19%

15%

Target ratio of specialists to potential $ value of drug

Target ratio of specialiststo existing corporate revenue

Target ratio to align with regional or divisionaldistribution of sales force

Target ratio of specialists to existing product ortherapeutic franchise revenue

Target ratio of specialists to sales representatives

Corporate commitment to an over-arching franchise

Target ratio of specialists tonumber of thought leaders

Product Lifecycle Plan

BEST PRACTICES,®


Thought Leader Segment Definitions Thought leaders and KOLs have different spheres of influence. This section analyzes call frequency targets for national and regional thought leaders. Field researchers used the following definitions to evaluate service levels for each thought leader influence segment.

Typical Characteristics

National

• Nationally recognized specialist having global prominence• Affiliated with major academic Center of Excellence impacting health

policy • Actively involved in scientific/clinical research, publications • Holds decision-making positions on professional societies/associations

and specialty journals• Speaker at national society educational programs

Regional

• Recognized as an opinion leader by peers within major US geographical region

• Affiliated with major academic institutions impacting regional health care policy

• Conducts clinical research and publishes in national/regional journals

• Chairs or acts as faculty of national/regional educational programs

Local

• A community-based specialist• Receives referrals from PCP colleagues

in community• Conducts late stage clinical trials

(Phase III, III B or IV)• Conducts educational programs for

PCPs• Maintains active private practice

BEST PRACTICES,®


Just as with continuing medical education, not all physicians are equally ready to embrace new therapeutic approaches. Thus, your MSLs should tailor their discussions to the target physician populations most ready to learn about new treatment paradigms.

Tactics To Align Deployment With Tactics To Align Deployment With Physician Change ReadinessPhysician Change Readiness

“If you look at diffusion of innovation models, you find innovators; early adopters; the majority, late adopters, and laggards... Marketers understand the importance of segmentation. We are trying to do the same thing. “

“To try to take a big heterogeneous group and to try to treat them all the same way, it’s naïve to think they will all change. . . Who is pre-contemplative?. Who is willing to change? Who is already treating their patients . . .There are very different goals on each of those.” -- Senior Director of Medical Education

CME Program Strategists Align Programs with Targets By Stage

DD

CC

AA

Innovation Diffusion Curve Innovation Diffusion Curve Among PhysiciansAmong Physicians

Cautious Cautious MajorityMajority

LaggardsLaggards

Late Late AdoptersAdopters

InnovatorsInnovators

BB

EE

Early Early AdoptersAdopters

Target First Movers With Tailored CME

Learning From CME Work

BEST PRACTICES,®


Insight #2: Tracking Value EvolutionThought leaders are sources of great insight and value through the entire lifecycle of pharmaceutical and biotechnology products. MSLs harvest diverse insights throughout the pre-launch and post-launch lifecycle.

Key Findings

• Thought leaders provide insights throughout the entire product lifecycle.

• 90% of companies use field-based medical specialists at pre-launch and at post-launch.

• Medical specialists disseminate information to KOLs and also harvest competitor and market intelligence.

• 86% of companies use liaisons to gather competitive intelligence during pre-launch and 90% do so at post-launch.

• Liaisons play a support role in clinical protocol development and site selection. 11% say liaisons are “very involved with protocol design at pre-launch and 18% are “very involved” in protocol design at post-launch.

“Science is science whether it’s before or after a product has been launched.”

--Medical Liaison Team Leader

BEST PRACTICES,®


Pre-Launch MSL Roles (Top 6 Activities)

Medical Science Liaisons (MSLs) continue to forge critical relationships with thought leaders and to provide competitive intelligence that helps their companies monitor the competition and discern market opportunities and obstacles for their products prior to market entry.

How involved are your field-based medical specialists in supporting the How involved are your field-based medical specialists in supporting the following tactics at following tactics at pre-launchpre-launch??

N=28N=28

Very Very InvolvedInvolved

Somewhat Somewhat InvolvedInvolved

Not Not InvolvedInvolved

38%

39%

52%

54%

68%

68%

27%

43%

30%

25%

18%

21%

35%

18%

19%

21%

14%

11%

Speaker Training

Identify and interact with national societies and organizations

Assist with sales force training prior to launches

Provide feedback to marketingpersonnel on product perceptions

Competitive intelligence

Identify, develop and maintainrelationships with thought leaders

BEST PRACTICES,®


Post-launch MSL Roles (Top 6 Activities)Thought leaders are the compass to competitor activities, market changes and early reactions to commercial products. Most companies focus their medical specialists on developing KOLs to guide these post-launch activities, as well as gathering competitive intelligence.

How involved are your field-based medical specialists in supporting How involved are your field-based medical specialists in supporting the following tactics at the following tactics at post-launchpost-launch??

N=29N=29

Very Very InvolvedInvolved

Somewhat Somewhat InvolvedInvolved

Not Not InvolvedInvolved

41%

43%

50%

62%

75%

78%

34%

39%

35%

21%

25%

11%

24%

18%

15%

17%

0%

11%

Speaker training

Product attribute shaping

Identify and interact with national societies and organizations

Provide feedback to marketing personnelon product perceptions

Competitive intelligence

Identify, develop and maintain relationships

with thought leaders

BEST PRACTICES,®


Insight #3: Determining Liaison Field-force Size

Multiple factors – including product lifecycle, thought leader coverage, franchise objectives and revenue levels -- drive the number of MSLs deployed into the field. Consider all key factors – not just one or two – in setting group size.

Key Findings

• Frequency, reach and approach are the key internal drivers that dictate the size of medical science liaison groups in the field.

• Of our benchmark partners 68 percent to 79 percent take these drivers into considerations when planning how many MSLs to send into the field.

• By maintaining more personal contact between managers and MSLs, companies can change direction more rapidly in the field to handle unmet medical needs or to follow up on key shifts in the marketplace.

• Once a company successfully enters a therapeutic area and establishes relationships, it should not abandon the beach-head it has established. It is harder to create new relationships than to maintain current contacts.

BEST PRACTICES,®


Stakeholder Needs AnalysisMore than two thirds of partners use thought leader reach and call frequency – in combination with treatment area maturity levels – as key drivers for aligning their medical specialists in the field.

What internal stakeholder needs drive your alignment?What internal stakeholder needs drive your alignment?

N=28N=28 47%

47%

47%

68%

68%

79%

Number of speakers needed

Number of advisory boards planned

Number of clinical trials planned

Amount of desired interaction withthought leaders (frequency)

Degree to which thought leadersupport is needed to change current

approach to treatment.

Desired number of thoughtleader/advocates (reach)

BEST PRACTICES,®


Span of Control: Managers to Specialists

Nearly two-thirds of companies prefer a closer relationship of one manager to 10 or fewer medical specialists. However, a full third of companies move in the other direction with managers overseeing 11 to 16 or more liaisons.

N=26N=26

What ratio of managers to field-based medical What ratio of managers to field-based medical specialists does your company utilize?specialists does your company utilize?

8%

23%

27%

42%

1 manager to 16 or more specialists1 manager to 16 or more specialists

1 manager to 1-6 specialists1 manager to 1-6 specialists

1 manager to 11-15 specialists1 manager to 11-15 specialists

1 manager to 7- 10 specialists1 manager to 7- 10 specialists

Span Of ControlSpan Of Control

65% prefer more personalspan of control

BEST PRACTICES,®


Drivers for Increasing Number of Field-based Medical SpecialistsProduct potential, clinical indications, speaker development status and approval progress are the greatest drivers for increasing the number of medical specialists.

Please evaluate the importance of key factors that would cause you to increase the number of field-based Please evaluate the importance of key factors that would cause you to increase the number of field-based medical specialists.medical specialists.

VeryVeryImportantImportant

Somewhat Somewhat ImportantImportant

Not ImportantNot Important

N=28N=28

15%

15%

21%

33%

39%

43%

54%

54%

50%

67%

52%

50%

43%

36%

27%

31%

35%

12%

15%

11%

14%

10%

4%69%

Crowded market placewith other products

Governmentalintervention

Competition isincreasing

Corporate imperatives

Developing speakers

Approval status

New Clinical data andpotential indications

High potential product

BEST PRACTICES,®


Drivers for Decreasing the Number of Field-based Medical SpecialistsLater lifecycle product stage, co-promotion support and market changes are the key drivers for decreasing the number of liaisons.

11%

14%

14%

14%

24%

68%

46%

32%

54%

43%

44%

21%

43%

54%

32%

43%

32%

11%

Dominant share achieved

Product launched

Change in reimbursement status

Competition declining

Increased co-promotion support

Late lifecycle of product

Please evaluate the importance of key factors that would cause you to Please evaluate the importance of key factors that would cause you to decrease the number of field-based medical specialists.decrease the number of field-based medical specialists.

VeryVeryImportantImportant

Somewhat Somewhat ImportantImportant

Not Not ImportantImportant

N=28N=28

BEST PRACTICES,®


Insight #4: Developing & Managing KOL Relationships

Call frequency varies in regards to regional and national KOLs but not significantly. Companies appear to spend more time fostering existing relationships than forging new ones.

Key Findings

• It seems that synchronizing and optimizing service delivery across liaisons and sales representatives does represent a key productivity boost.

• More than two-thirds of benchmark companies choose to have their MSLs call on regional and national KOLs about once per month.

• More and more companies are beginning to use the MSLs as their main points of contact for all thought leader development activities to maintain the specialists' credibility and effectiveness.

“You have to preserve relationship credibility. The thought leader cannot perceive the field-based medical specialist as relatively insignificant.”

-- MSL specialist director

BEST PRACTICES,®


Customer Access Is Declining for Sales Reps Physicians are limiting or closing access to their offices and clinics as a result of too many sales reps calling upon them. Access issues plague most major markets across the global marketplace.

“I don’t know if you saw it in the industry press or maybe it was even in one of the national newspapers. At some of the medical schools, the students are voting not to allow access to representatives. It Used to be that that was just faculty and the professors -- but now it’s the students. And when you’ve got an industry that was founded on educating the customer and thus driving prescriptions, and now new doctors don’t even want that, you’ve got a problem.”

– US District Sales Manager

Countries With Declining AccessCountries With Declining Access

BEST PRACTICES,®


KOL Structure Should Evolve With the CompanyIn younger, smaller organizations with few products, KOL management should be very hands-on; as an organization grows and the number of therapeutic areas increases, clinical and commercial leaders employ more strategic approaches.

KOL Function Maturity

KO

L M

ana

gem

ent

So

ph

isti

cati

on

New Bio-Pharma

Medical & clinical leaders collaborate with commercial to develop KOL strategy

Identify Key Opinion Leaders for Therapy

Develop excellent relationships with National KOLs

Develop regional KOLs

Leverage relationships to educate providers on disease and therapy

Maintain and improve KOL relationships for existing and developing therapies

Mid-Cap Bio-Pharma

Medical, clinical & commercial leaders collaborate to develop stratified KOL strategy across therapies

Leverage existing KOL relationships and experiences to develop KOLs in new therapeutic areas

Develop and improve systems for tracking all company interactions with KOLs

Shift National/Global KOL contact to dedicated functional personnel for each therapeutic area

Conduct periodic reviews to identify and approach new KOLs

Large Bio-Pharma

Continue cross-functional collaboration to ensure KOL strategies remain current

Periodic refinements to KOL management structures based on experience and changing therapeutic needs

Focus on continuous improvement in KOL relationship management and tracking to optimize systems and processes for maximum impact

Continue periodic reviews to identify and approach new KOLs

BEST PRACTICES,®


Liaison service levels seem to be focused to selective calls, with more than two-thirds of companies calling on KOLs 1 or fewer times a month. This appears to to reflect lifecycle of the project or product – and relative emphasis placed on KOLs to market success.

What level of face-to-face calls from What level of face-to-face calls from field based specialistsfield based specialists do you expect in order to do you expect in order to develop and grow develop and grow regional-level thought leader relationshipsregional-level thought leader relationships (per year)? (per year)?

Developing Regional Relationships Through Liaisons

N=28N=28

19-26 calls per year11%






More than 26 calls per year

4%

68% call no more than

1 time per month

BEST PRACTICES,®


Developing National Relationships Through LiaisonsNearly three-fourths of partners call no more than once per month on national thought leaders. Interestingly, three times more partners call 26 times or more per year on national thought leaders than called that frequently on regional KOLs.

What level of face-to-face calls from your What level of face-to-face calls from your field based specialistsfield based specialists do you expect to do you expect to develop and grow national develop and grow national thought leader relationshipsthought leader relationships (per year)? (per year)?

N=28N=28

1-8 calls per year32% 15-18 calls per year

7%

8-10 calls per year18% 10-12 calls per year

21%


More than 26 calls per year11%


71% call no more than

1 time per month

BEST PRACTICES,®


Growing New KOLs Through Reps & Liaisons

Companies are not visiting new thought leaders to build relationships as frequently as in years prior. In fact, most companies have their MSLs and sales representatives in touch with KOLs no more than twice per month combined.




1-5 calls per

year8%





What level of call frequency for the What level of call frequency for the entire companyentire company do you require to do you require to develop and grow a new develop and grow a new thought leader relationship?thought leader relationship?

N=25N=25

68% call 2 or less

times per month

BEST PRACTICES,®


What KOLs Value MostThe open-ended responses were spread roughly evenly across three broad categories: contribution and involvement, rewards and benefits, and intangibles. Percentages of multiple responses are shown below with representative verbatim values.

Q: What do KOLs seem to value most in their relationship with your company? (please list top three and describe as necessary)

44 46 48 50 52 54 56 58 60

Being on the cutting edge; Involvement in changing science; Clinical studies participation; Innovative products; Engaging Peers; Chance to Give Advice; Ability to contribute

Rewards and Benefits

Contribution and

Involvement

Intangibles

0

Integrity; Ethics; Patient Focus; Honesty; Transparency; Service orientation; Brand value

Support for research; Sponsorship; Honoraria; Ability to publish; CV building; business perks

BEST PRACTICES,®


Insight #5: Shifting Resources To Keep Relationships & Yield Value

Forging thought leader relationships takes time and is an essential tool for understanding and competing in the marketplace.

Key Findings

• Most companies do not automatically decrease field-based medical specialists after product launch.

• Shifting resources to yield value and maintain the relationships is a key productivity frontier for managers of liaison groups.

• Many companies deploy their MSLs medical specialists to reflect sales region configurations, geographic concentrations of key thought leaders and key medical center locations.

BEST PRACTICES,®


Resource Shifting and Forecasting

Companies do not downshift resources after a product is launched. Thought leader relationships are hard to develop and valuable throughout the product lifecycle.

Benchmark PerspectivesKOL relationships take time to develop.KOLs have influence during pre-launch and

post-launch lifecycles.KOLs provide competitive insights

throughout the entire lifecycle.KOLs are effective advocates.High prescribers can be effective advocates

as well.High prescribers deep product experience

make them effective advocates.

“KOL relationships often take

a very long time to develop

but high-prescriber

relationships can be ramped

up very quickly.”

-- Director of Sales

BEST PRACTICES,®


What Differentiates the Better CompaniesRespondents felt that several factors helped differentiate the best practitioners: experience and resources, continuity and collaboration, systematic planning and execution, and innovative science and robust pipeline.

• Continuity in their approach

• Focus and persistency• Dedicated KOL

managers• Company process that

focuses KOLs as a customer and realizes that relationship is two-way and requires mutual respect and collaboration on both sides

• “They have been doing this activity longer and dedicate more resources in terms of both programs and people”

• Program funding and dedicated staff

• Deeper pockets• Adequately funded

MSL teams

• Cohesive interaction plan

• Effective, validated long-term strategic plans

• Company and regulatory guidelines

• Planning, organization, metrics/tracking and excellent relationship management

Continuity and Collaboration

Experience/ Resources

Innovative Science/ Robust Pipeline

Systematic Planning and Execution

• An impressive pipeline in targeted disease states

• More percieved focus on scientific vs. commercial benefit

• Scientific approach and clinical studies participation

• Pipeline access• Broader product

portfolio• Differentiated pipeline

Q: What do you believe are the differentiating factors that allow these companies to establish and maintain successful relationships with KOLs?

BEST PRACTICES,®


Deploying Liaisons Into Field

Benchmark companies deploy their MSLs medical specialists to reflect sales region configurations, geographic concentrations of key thought leaders and key medical center locations.

Assess the effectiveness of the following factors that drive how you deploy your Assess the effectiveness of the following factors that drive how you deploy your liaisons and specialists into the field?liaisons and specialists into the field?

N=28N=28

Not Important Do Not UseImportantVery Important

14%

43%

46%

46%

43%

39%

36%

32%

21%

4%

7%

5%

21%

14%

11%

18%

Deploy to reflectsales distributionby geography

Deploy to reflectmedical centers

Deploy to reflectthought leader

geographicconcentrations

Align to fit salesregions/divisions

BEST PRACTICES,®


Automatic Resource DecreaseForging thought leader relationships takes time and is an essential tool for understanding and competing in the marketplace. Consequently, most companies do not automatically decrease field-based medical specialists after product launch.

Yes11%

No 89%

Is it standard policy to automatically plan to decrease the number of field Is it standard policy to automatically plan to decrease the number of field based medical specialists after a product has been launched? based medical specialists after a product has been launched?

N=28N=28

BEST PRACTICES,®


Emerging TrendsMost respondents saw new frontiers opening in how KOLs were identified, assessed, and deployed, with an emphasis on developing “up and coming” talent and differentiating their use.

Q: Please describe what you see as the emerging trends in developing and maintaining effective relationships with KOLs.

• Continued tightening of guidelines will require increased vigilance• High costs of global development and international knowledge

exposure changing deployment priorities• Greater agility to deal with need for “fast-moving and fast-changing”

relationships

• More affordable tools that provide a long-term view of KOL’s role• Integrated profiling platforms• Effective research on who’s who among KOLs• Identifying and developing KOLs who are better able to advise about

newer and future events in the marketplace

New Roles and Responsibilities

New Tools and Tactics

Responses to New Conditions

• Earlier engagement in new product development programs• More involvement in pipeline discussions with scientific bias• Differentiated uses and tactics over development lifecycle • Greater coordination with Disease Management and MSL programs

BEST PRACTICES,®


Summary of Key Take Aways

From the many insights, findings and observations from the MSL research, these five represent recurring, high priority themes.

Key Findings

1. Monitoring Markets & Competition

2. Tracking Value Evolution

3. Determining Liaison Field-force Size

4. Developing & Managing KOL Relationships

5. Shifting Resources To Keep Relationships & Yield

Value

BEST PRACTICES,®


Areas for Further Research

What are leading indicators of KOL relationship depth?

What are optimal coverage rates of Thought Leaders per Liaison at different lifecycle stages?

What is the optimal structure and size for a world class field-based medical liaison program at different lifecycle stages?

What principles work best to coordinate liaison and sales representative activities?

How are regional and national liaison activities coordinated?

What systems are in place for resource shifting across pre-and post-launch periods.

What are key competencies for field-based medical liaisons at varying lifecycle stages?

What are leading indicators of KOL relationship depth?

What are optimal coverage rates of Thought Leaders per Liaison at different lifecycle stages?

What is the optimal structure and size for a world class field-based medical liaison program at different lifecycle stages?

What principles work best to coordinate liaison and sales representative activities?

How are regional and national liaison activities coordinated?

What systems are in place for resource shifting across pre-and post-launch periods.

What are key competencies for field-based medical liaisons at varying lifecycle stages?

Current research surfaced various topics that were outside study scope but do invite further interviews or surveys among benchmark partners.

BEST PRACTICES,®


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

[email protected]

About Best Practices, LLC

Documents

Medical Science Liaison Webinarv 2009