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Products & Services Medical Affairs Medical Science Liaison

EU MSL excellence: Optimizing resources, alignment and organizational support for European field medical operations

ID: POP-315


Features:

22 Info Graphics

46 Data Graphics

1190+ Metrics

36 Narratives


Pages: 76


Published: 2019


Delivery Format: Shipped


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
As traditional physician access channels close shut, medical science liaisons (MSLs) play a critical role in accessing and engaging thought leaders in Europe. To stand up impactful field medical teams within each of the leading European markets, Medical Affairs leaders need to know how top competitors resource, align and support their MSLs.

Best Practices, LLC undertook this benchmarking research to examine how best-in-class pharmaceutical and biotechnology companies allocate critical resources (including MSL staffing levels and travel & entertainment budgets) across core markets in Europe. The report also assesses how top organizations structure and align their MSL teams from a global, regional and local perspective, especially to fuel new product launch success.

In addition to delivering resource and support insights, this report captures European region and country-level field metrics on MSL productivity, efficiency, KOL and key account targeting, interaction frequency, communication and tools, skills and background, and other areas – all to help pharma medical leaders enhance field medical impact across the European market.

Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Biotech; Manufacturing; Consumer Products; Medical Device; Chemical; Biopharmaceutical; Clinical Research; Laboratories


Companies Profiled:
Abbott; Alexion Pharmaceuticals; Allergopharma; Amgen; AstraZeneca; Bayer; Biogen; Bioventus; Boehringer Ingelheim; Celgene; Chiesi; Clovis Oncology; Dr Reddy's Laboratories; Eisai; Galderma; GE Healthcare; Gedeon Richter ; Gilead Sciences; Grifols; Ipsen; Janssen; Kiniksa Pharmaceuticals; Kyowa Kirin; Lupin; Merck; MSD; Novartis; Novelion Therapeutics; Pfizer; Rakuten Medical; Roche; Sandoz; Sanofi; Shire; Sunovion; Takeda Pharmaceuticals; UCB Pharma; Vertex Pharmaceuticals; Vifor Pharma; ViiV Healthcare

Study Snapshot

Best Practices, LLC engaged 125 Global Medical Affairs and Field Medical Excellence leaders from more than 40 leading pharma and biotech companies in this research through a benchmarking survey. In-depth interviews were conducted with 8 benchmark partners to gain further insights.

The vast majority of study participants serve at the executive or director level. Together they provide a comprehensive view of field medical operations around the world, from a global, regional and local perspective.

Insights in this research are presented into following segments to illuminate field medical trends at region and country level: Europe Segment (N=58), APAC Segment (N=30), Americas Segment (N=27), MENA Segment (N=9). Insights from the Europe region are further segmented to illuminate field medical trends at country level.


Key topics covered in this report include:

  • MSL staffing and resource levels in core global markets in Europe
  • Structure and alignment of MSL teams
  • MSL new product launches support within European countries
  • MSL productivity and efficiency
  • KOL and key account targeting and engagement
  • MSL skills and background across European markets


Key Findings

Select key insights uncovered from this report are noted below. Detailed findings are available in the full report.

  • Staffing: MSL team size in EU5 markets ranges from a total of 4.6 MSLs in UK (3.4 per TA) up to 8.8 MSLs in Germany (6.4 per TA). On average, companies allot 1 MSL manager per 5.6 MSLs and 1 MSL effectiveness lead per 12.4 MSLs. Companies typically ramp up launch staffing earlier in the lifecycle (phase III -2 years) than in other regions.

  • Effectiveness: F2F constitutes just 65% of interactions but remains the gold standard, with most seeing virtual as a complement rather than a kind of replacement. European MSLs boast more tenure than other MSLs (7 yr-avg in UK, 6 in Germany). “Scientist” background is most prevalent among MSLs, and that along with “physician” is most esteemed. Local culture and differences in physician demand can play a huge role in approach and effectiveness: UK KOLs prefer deep science-based conversations, southern European HCPs prize F2F exchange and tolerate/value role of sales rep, etc.

Table of Contents

Sr. No.
Topic
Slide No.
I.
EXECUTIVE SUMMARY
Research Overviewp. 3
Key Findingsp. 5
II.
FULL BENCHMARK DATA
Resourcing MSLs: Staffing, travel & entertainment budgets and launch supportp. 14
Aligning MSLs: Structure, reporting and organizational supportp. 35
Assessing MSLs: Capacity, KOL targeting and engagementp. 46
III.
APPENDIXp. 72
IV.
About Best Practices, LLCp. 76

    List of Charts & Exhibits

    I. Executive Summary

    • Business issue and research methodology
    • Data segments analyzed in this study
    • One page summary of benchmark findings
    • Top takeaways for Medical Affairs and Field Excellence leaders
    • Global snapshot: MSL resourcing and engagement in major EU markets
    • Analyzing investment across the global MSL resource matrix
    • MSL staffing levels by product lifecycle stage
    • Pros and cons of country-aligned (local) reporting vs. functionally-aligned (global) reporting

    II. Full Benchmark Data

    • European countries represented in the benchmark data

    III. Resourcing MSLs: Staffing, travel & entertainment budget and launch support

    • Average number of brands (including both in-line and pre-launch products) supported by each MSL in each of the listed countries – All regions
    • Average number of brands (including both in-line and pre-launch products) supported by each MSL in each of the listed countries – European countries
    • Total number of MSLs staffed in each country; total number of MSLs supporting each therapeutic area – All regions
    • MSL staffing footprint in each of the listed European countries
    • Total number of MSLs staffed in each country per therapeutic area supported
    • Approximate annual total travel and entertainment (T&E) budget allocated to MSLs – All regions
    • Approximate annual total travel and entertainment (T&E) budget allocated to MSLs in each of the listed countries – European countries
    • Executive narrative around budget
      Additional MSL staffing and T&E budget data from non-target EU countries
    • Total number of staff allocated to each of the listed MSL management and support roles; Europe span of field control
    • Average percentage of “peak MSL team size” assigned to support a product at each phase of the typical product lifecycle – All regions
    • Interview narrative on key launch staffing milestones
    • Average percentage of “peak MSL team size” assigned to support a product at each phase of the typical product lifecycle – European countries
    • Interview narrative around MSL knowledge during phase II
    • Effective timing in Europe to bring an MSL on board to support a product in each phase of the product lifecycle
    • Interview narrative around launch success for field medical teams
    • Effective timing to bring an MSL on board to support a product in each phase of the product lifecycle in each of the targeted European countries
    • Executive narrative around MSL staffing equation
    • Top lessons learned for ensuring MSLs provide effective support for new launches in Europe
    • Innovative tactics piloted by MSLs on recent product launches - or planning to use on upcoming launches - in Europe

    IV. Aligning MSLs: Structure, reporting and organizational support

    • MSL structure – All regions
    • MSL structure – European countries
    • Reporting relationship between the MSLs in each country and global Medical Affairs organization – All regions
    • Reporting relationship between the MSLs in each country and global Medical Affairs organization – European countries
    • Interview narratives around country-aligned (local) reporting structure and model
    • Interview narratives around function-aligned (global) reporting structure and model
    • MSL direct reporting outside of global Medical Affairs – All regions
    • Interview narrative around defining the MSL reporting structure
    • MSL direct reporting outside of global Medical Affairs – European countries
    • Interview narrative around succeeding in remote markets

    V. Assessing MSLs: Capacity, KOL targeting and engagement

    • Average MSL time spent per week on each of the listed activity areas
    • Number of thought leaders supported per MSL in each region – All regions
    • Number of thought leaders supported per MSL in each of the European countries
    • Thought leader tier breakdown for a typical MSL in Europe
    • Approximate number of HCPs (i.e., not on thought leader target list) engaged by each MSL in the past 12 months
    • Total large key accounts (hospitals, care networks or academic institutions) served by each MSL in Europe
    • Interview narrative around perceived MSL value in Europe
    • Total large key accounts (hospitals, care networks or academic institutions) served by each MSL in each of the listed European countries
    • Average time spent by MSLs in each face-to-face thought leader interactions (in minutes) – All regions
    • Average frequency of MSL interactions with each kind of thought leader in Europe
    • Average frequency of MSL interactions with each kind of thought leader in each of the listed European countries
    • Percentage of proactive vs. reactive MSL interactions – All regions
    • Percentage of proactive vs. reactive MSL interactions – European countries
    • Frequency of proactive MSL interaction types – All regions
    • Effectiveness of communication channels in Europe for MSL interactions with thought leaders
    • MSL professional backgrounds and experience
    • Interview narrative around KOL preferences
    • Actual work experience vs. effective work experience of MSLs for engaging thought leaders in high quality scientific discussions and building long-term relationships
    • Average years of MSL experience in each region
    • Interview narrative around understanding team strengths

    VI. Appendix

    • Benchmark class represented in this research
    • Job titles of study participants
    • Therapeutic areas served by benchmark participants