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Products & Services Medical Affairs Medical Science Liaison

Global MSL Resourcing Excellence: Optimizing Resources, Alignment and Organizational Support in Europe, Asia-Pacific and the Americas

ID: POP-313


Features:

32 Info Graphics

135 Data Graphics

3170+ Metrics

67 Narratives


Pages: 184


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
In order to be effective across a growing number of markets where field medical teams are active, medical leaders need to know how competitors resource, align and support their medical science liaisons (MSLs) globally.

Best Practices, LLC undertook this ambitious research to examine how leading pharma and biotech allocate critical resources (including MSL staffing levels and Travel & Entertainment budgets) across core non-US global markets in Europe, Canada, Latin America, Asia-Pacific and the Middle East/North Africa regions. The report also assesses how top organizations align and support global MSLs from a global, regional and local perspective, especially to fuel new product launch success.

In addition to providing resource and support insights, this report captures 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 global markets.

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 85 Global Medical Affairs and Field Medical Excellence leaders from 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).

Key topics covered in this report include:

  • MSL staffing and resource levels
  • Structure and alignment of MSL teams
  • MSL launch support
  • MSL productivity and efficiency
  • KOL and key account targeting and engagement
  • MSL skills and background


Key Findings

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

  • Key Staffing Drivers: Numerous factors influence staffing rationale in each market, including: organizational legacy, funding and perception of field medical value (perhaps highest in Europe), market opportunity, territory size, access to KOLs, therapy area, pipeline, and MSL team competencies.

  • Direct Reporting: Most international MSLs are part of the overall Medical organization, but most do not report directly to Global Medical Affairs. Instead, the vast majority report directly to the local/country office. Direct reporting to a regional office is rare, to a global TA unit rarer still, and never to a global business unit.

Table of Contents

Sr. No.
Topic
Slide No.
I.
EXECUTIVE SUMMARY
Research Overviewp. 3
Key Findingsp. 5
II.
EUROPE
Resourcing MSLs: Staffing, travel & entertainment budgets and launch supportp. 15
Aligning MSLs: Structure, reporting and organizational supportp. 38
Assessing MSLs: Capacity, KOL targeting and engagementp. 49
III.
APAC
Resourcing MSLs: Staffing, travel & entertainment budgets and launch supportp. 75
Aligning MSLs: Structure, reporting and organizational supportp. 94
Assessing MSLs: Capacity, KOL targeting and engagementp. 102
IV.
AMERICAS
Resourcing MSLs: Staffing, travel & entertainment budgets and launch supportp. 124
Aligning MSLs: Structure, reporting and organizational supportp. 142
Assessing MSLs: Capacity, KOL targeting and engagementp. 149
V.
MENAp. 171
VI.
APPENDIXp. 180
VII.
About Best Practices, LLCp. 184

    List of Charts & Exhibits

    I. EUROPE

    • European countries represented in the benchmark data

    A. Europe: Resourcing MSLs: Staffing, T&E 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

    B. Europe: 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

    C. Europe: 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

    II. APAC

    • APAC countries represented in the benchmark data

    A. APAC: Resourcing MSLs: Staffing, T&E 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 – APAC 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 APAC countries
    • Total number of MSLs staffed in each country per therapeutic area supported
    • Interview narrative around establishing field medical presence across Asia
    • 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 – APAC countries
    • Additional MSL staffing and T&E budget data from non-target APAC countries
    • Total number of staff allocated to each of the listed MSL management and support roles; APAC 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
    • Average percentage of “peak MSL team size” assigned to support a product at each phase of the typical product lifecycle – Country-wise
    • Effective timing in APAC to bring an MSL on board to support a product in each phase of the product lifecycle
    • Effective timing to bring an MSL on board to support a product in each phase of the product lifecycle in each of the targeted APAC countries
    • Top lessons learned for ensuring MSLs provide effective support for new launches in APAC
    • Innovative tactics piloted by MSLs on recent product launches - or planning to use on upcoming launches - in APAC

    B. APAC: Aligning MSLs: Structure, reporting and organizational support

    • MSL structure – All regions
    • MSL structure – APAC countries
    • Reporting relationship between the MSLs in each country and global Medical Affairs organization – All regions
    • Interview narrative around MSL reporting
    • Reporting relationship between the MSLs in each country and global Medical Affairs organization – APAC countries
    • MSL direct reporting outside of global Medical Affairs – All regions
    • MSL direct reporting outside of global Medical Affairs – APAC countries

    C. APAC: 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 targeted APAC countries
    • Thought leader tier breakdown for a typical MSL in APAC region
    • 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 APAC
    • Total large key accounts (hospitals, care networks or academic institutions) served by each MSL in each of the listed APAC 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 APAC
    • Percentage of proactive vs. reactive MSL interactions – All regions
    • Percentage of proactive vs. reactive MSL interactions – APAC countries
    • Frequency of proactive MSL interaction types – All regions
    • Effectiveness of communication channels in APAC for MSL interactions with thought leaders
    • MSL professional backgrounds and experience in APAC region
    • 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

    III. Americas

    • Americas countries represented in the benchmark data

    A. Americas: Resourcing MSLs: Staffing, T&E 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 – Americas 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 Americas countries
    • Total number of MSLs staffed in each country per therapeutic area supported
    • Interview narrative around developing your own thought leaders
    • 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 – Americas countries
    • Total number of staff allocated to each of the listed MSL management and support roles; Americas 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
    • Average percentage of “peak MSL team size” assigned to support a product at each phase of the typical product lifecycle – Country-wise
    • Effective timing in Americas to bring an MSL on board to support a product in each phase of the product lifecycle
    • Effective timing to bring an MSL on board to support a product in each phase of the product lifecycle in each of the targeted Americas countries
    • Top lessons learned for ensuring MSLs provide effective support for new launches in Americas region
    • Innovative tactics piloted by MSLs on recent product launches - or planning to use on upcoming launches - in Americas

    B. Americas: Aligning MSLs: Structure, reporting and organizational support

    • MSL structure – All regions
    • MSL structure – Americas 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 – Americas countries
    • MSL direct reporting outside of global Medical Affairs – All regions
    • MSL direct reporting outside of global Medical Affairs – Americas countries

    C. Americas: 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 targeted Americas countries
    • Thought leader tier breakdown for a typical MSL in Americas region
    • Approximate number of HCPs (i.e., not on thought leader target list) engaged by each MSL in the past 12 months in Americas region
    • Total large key accounts (hospitals, care networks or academic institutions) served by each MSL in Americas
    • Total large key accounts (hospitals, care networks or academic institutions) served by each MSL in each of the listed Americas countries
    • Average time spent by MSLs in each face-to-face thought leader interactions (in minutes) – All regions
    • Average time spent by MSLs in each face-to-face thought leader interactions (in minutes) – Americas countries
    • Average frequency of MSL interactions with each kind of thought leader in Americas
    • Percentage of proactive vs. reactive MSL interactions – All regions
    • Percentage of proactive vs. reactive MSL interactions – Americas countries
    • Frequency of proactive MSL interaction types – All regions
    • Effectiveness of communication channels in Americas region for MSL interactions with thought leaders
    • MSL professional backgrounds and experience in Americas region
    • 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

    IV. MENA

    • MENA countries represented in the benchmark data
    • Average number of brands (including both in-line and pre-launch products) supported by each MSL in each of the listed countries
    • Total number of MSLs staffed in each country; total number of MSLs supporting each therapeutic area
    • MSL staffing footprint in each of the listed MENA countries
    • 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 – MENA countries
    • MSL structure
    • MSL direct reporting outside of global Medical Affairs