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» Products & Services » » Medical Affairs » Medical Science Liaison

Field Medical Excellence: Optimizing Staffing, Structure and Performance

ID: POP-337


Features:

6 Info Graphics

22 Data Graphics

270+ Metrics

6 Narratives


Pages: 37


Published: 2021


Delivery Format: Shipped


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Medical Affairs leaders must continually refine the structure and activities of their field medical teams to maximize their interactions with thought leaders - and along with this, the performance benchmarks which will best measure the effectiveness of field medical specialists. This has never been more true in the post-COVID era, where traditional approaches to physician access channels are being re-written on the fly.

Best Practices, LLC undertook this benchmarking research to identify competitive field medical team staffing and resource levels, optimal field medical team structures, and productivity and performance metrics in key global markets.

This report provides a wide range of field-based benchmarks across staffing levels, resource allocations, productivity measures, efficiency indicators, frequency of thought leader interactions by tier, effective communication channels, and new approaches to measure field impact.

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


Companies Profiled:
Adamas Pharmaceuticals; Alkermes; Alnylam Pharmaceuticals; Amgen; Apellis Pharmaceuticals; Arcutis Biotherapeutics; ASC Therapeutics; Ashfield Healthcare; Astellas; AstraZeneca; Aurinia Pharmaceuticals; Baxter Healthcare; Bayer; BeiGene; BioMarin; Boehringer Ingelheim; Chiesi; Cipla; Clovis Oncology; Curis; Daiichi Sankyo; Dova Pharmaceuticals; Dr Reddy's Laboratories; Eisai; ERYTECH; Eurofarma; Foundation Medicine; GE Healthcare; Gilead Sciences; GlaxoSmithKline ; Greenwich Biosciences; Grifols; Grünenthal; Kartos Therapeutics; Kiniksa Pharmaceuticals; Kyowa Kirin; Legend Biotech; LEO Pharma; Merck; Mesoblast; Miravo Healthcare; NexGen Healthcare Communications; Novartis; Novo Nordisk; OM Pharma; Paratek Pharmaceuticals; Pfizer; Pharmacosmos Therapeutics Inc.; Radius Health; Inc.; Reata Pharmaceuticals; Sanofi; Sanofi Genzyme; Servier; Sunovion; Takeda Pharmaceuticals; Teva Pharmaceutical Industries Ltd; Theravance; Travere Therapeutics; Urovant Sciences; Vertex Pharmaceuticals; Vifor Pharma; Zogenix

Study Snapshot

Best Practices, LLC engaged 100 Field Medical and Medical Affairs leaders from 62 biopharmaceutical companies through a benchmarking survey. More than half of research participants serve as Field Medical or Medical Affairs directors, while over 15% of participants serve at the executive level.

Key topics covered in this report include:

  • Field Team Staffing and Resourcing
  • Field Medical Team Organizational Structure
  • Thought Leader Targeting and Engagement Levels
  • Assessing Field Activity Impact and Efficiency
  • New & High-Impact Field Activities

Key Findings

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

  • Average number of MSL interactions have dropped by 20% since start of pandemic: Across the industry, the average number of monthly interactions between MSLs and KOLs has dropped from 25 to 20. On average, MSLs meet with thought leaders every 9-10 weeks for about 35 minutes. Nearly 60% of interactions are proactive in nature.
  • Pharmacist is most common, best-rated background for MSL hires: Some 76% of companies rated former pharmacists as very effective MSLs, followed by physicians and scientists as next most effective. Most companies also have decent success with former nurses and sales reps filling MSL roles.

Table of Contents

Sr. No.
Topic
Slide No.
I.
Executive summaryPg. 3-7
II.
Research overview, methodology and participating companiesPg. 3-4
III.
Key study insightsPg. 5-7
IV.
Staffing and resourcing of the field teamPg. 8-11
V.
Organizational structure of the field medical teamPg. 12-16
VI.
Target and engagement levels of thought leadersPg. 17-22
VII.
Assessing field activity impact and efficiencyPg. 23-30
VIII.
New field activities during pandemicPg. 31-32
IX.
Participant demographicsPg. 33-36
X.
About Best Practices, LLCPg. 37

    List of Charts & Exhibits

    I. Staffing and Resourcing of the Field Team

    • Change in field medical team size in the next 24 months
    • Percentage of peak MSL team size assigned to support a product at each phase of the typical product lifecycle
    • Annual total travel and entertainment (T&E) budget allocated to an MSL, on average, in each of the listed countries/regions

    II. Organizational Structure of the Field Medical Team

    • MSL reporting in each of the listed countries/regions
    • Field medical team structure
    • Local affiliate office(s) support provided to field medical teams
    • Effectiveness of field-based team roles

    III. Target and Engagement Levels of Thought Leaders

    • Number of thought leaders supported by a single MSL
    • Thought leader tiers supported by a typical MSL
    • Frequency of MSL interactions with each kind of thought leader
    • Monthly goal vs. actual number of interactions by MSLs
    • Average time spent by MSLs in each face-to-face thought leader interaction; Percentage of proactive and reactive thought leader interactions

    IV. Assessing Field Activity Impact and Efficiency

    • Use of communication channels for thought leader interactions - Currently vs. Pre-COVID
    • Actual vs. ideal amount of time spent by MSLs spend on the listed external activities each week
    • Effectiveness of listed quantitative performance indicators in assessing the performance of MSLs
    • Qualitative performance indicators for assessing the performance of MSLs
    • New key performance indicators (KPIs) or metrics adopted by benchmark organizations to assess field team performance in the current environment
    • Effective work backgrounds that enable MSLs and other team members to be effective on the field
    • Number of medical information inquiries handled via each of the listed channels

    V. New Field Activities During Pandemic

    • Top new activities and tactics that enabled MSLs and other field staff to achieve the most success amid disruption in 2020