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


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)


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)


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.


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.


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


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


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


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


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


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


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


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]

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Roles, Resources, and Managemet of Medical Science Liaisons