1<!DOCTYPE html>
2
3Anonymous
4/bestp
5/bestp/domrep.nsf
6429118E1E901E41385257A59006D3608
8
9
10
11
12
13
140
15
16
17/bestp/domrep.nsf/products/health-outcomes-liaison-hol-management-best-practices-trends-impacting-hol-function?opendocument
18
19opendocument
2018.212.222.217
21
22
23www.best-in-class.com
24/bestp/domrep.nsf
25BMR




» Products & Services » »

Health Outcomes Liaison Excellence: How the HOL Function Drives Value Across the Healthcare Industry

ID: PSM-287


Features:

26 Info Graphics

24 Data Graphics

200+ Metrics

15 Narratives

9 Best Practices


Pages: 63


Published: Pre-2013


Delivery Format: Shipped


 

License Options:
close

Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




Buy Now

Buy this research as part of a

 

919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Biopharmaceutical and medical device companies in the current outcomes-focused market depend increasingly upon Health Outcomes Liaison (HOL) staff to serve as a scientific bridge with payer organizations, thought leaders, clinical investigators and other important healthcare decision makers. As the demand for outcomes and comparative effectiveness data grows, successful companies will need to know how to fully leverage the relatively new, field-based HOL function.

Best Practices, LLC, has conducted research that will help pharma and biotech executives and managers identify how leading companies deliver exceptional HOL services in an increasingly challenging business environment. The research also examines best practices in HOL management and identifies future trends expected to impact the HOL function. Leaders burdened with headcount constraints and insufficient resources to support new products can potentially gain critical efficiencies through the shrewd use of HOLs.

Industries Profiled:
Biotech; Pharmaceutical; Medical Device; Health Care; Chemical; Biopharmaceutical; Clinical Research; Laboratories


Companies Profiled:
Amgen; Becton Dickinson; Boehringer Ingelheim; Cubist; Daiichi-Sankyo; Endo; Fresenius; Genentech; GlaxoSmithKline; Janssen; Medivation; Merck & Co.; Merck Serono; Pacira; Peloton; Sanofi; Sanofi Pasteur; Shire; Teva


Study Snapshot

This benchmarking research drew participation from 23 HOL program leaders from 19 different pharmaceutical and medical device companies. In addition, deep-dive interviews were conducted with five participating companies to gather additional insights.

Key Topics include:

* Staffing levels
* Budget
* Geographic span
* Oversight responsibility
* Services provided
* HOL differentiation from MSLs and other positions
* Successful methods of customer engagement

Key Findings

Decision Makers Will Increasingly Rely on Health Outcomes Data: As health care reform changes take effect, comparative effectiveness and health outcomes data are becoming increasingly important, with some predicting that member outcomes data will eventually be more influential than clinical data when health care leaders are charged with making reimbursement decisions.

On Average, HOL Programs Are Less than Five Years Old: The majority of Health Outcome Liaison programs are in their first few years of development, with only 25% of respondents indicating that their programs have been in place for seven years or longer.

HOL Roles Are Differentiated from MSLs: Participants take a variety of approaches to differentiating roles of HOLs from Medical Science Liaisons (MSLs), Key Account Managers, and other customer-focused resources. Frequently, companies differentiate HOLs and MSLs by assigning them to different customer groups, with HOLs focused primarily on supporting payers and the Commercial Sales staff that calls on them. MSLs support physicians and the sales reps who see them. HOLs are also defined by their clinical experience and ability to understand and communicate deep clinical knowledge.

Generalist Model Fosters Better Interactions: Executives favored a generalist over a specialist model for HOLs, with HOLs representing the entire book of business to their diverse customers. Generalists provide clients with the convenience of “one stop shopping.” HOLs also gain credibility with customers when they are well-rounded and knowledgeable in multiple areas. Successful generalists are trained for deep as well as broad knowledge.


Table of Contents

Executive Summary    pp. 3-10
  • Research Overview
  • Participating Companies
  • Key Recommendations
  • Key Findings & Insights
Health Outcome Liaisons: Activities  pp. 11-19
Health Outcome Liaisons: Structure & Resources    pp.20-34
Health Outcome Liaisons: Differentiation of Role    pp.35-41
Health Outcome Liaisons: Customer Engagement     pp.42-48
Health Outcome Liaisons: Looking Ahead    pp.49-54
Participant Demographic Data    pp.55-59
About Best Practices, LLC    pp.60

    List of Charts & Exhibits

    • Longevity of Health Outcome Liaison group
    • Health Outcome Liaison reporting structure
    • Health Outcome Liaison executive oversight
    • Geographic span in which companies employ Health Outcome Liaisons
    • Total estimated budget for company’s Health Outcome Liaison program for the last fiscal year
    • Size of HOL program
    • Most common Therapeutic Areas in which HOLs are employed
    • Ratio of products per HOL
    • Preferred level of education required to become an HOL
    • Typical HOL compensation levels based upon experience
    • Frequency of ongoing training provided to HOLs
    • Differentiation of HOL/MSL responsibilities
    • HOL/MSL client overlap
    • Top practices for HOL function that are valued most
    • Primary HOL activities and time dedicated to each
    • Initial HOL involvement with drug in development
    • Length of HOL involvement over drug lifecycle
    • Percentage of time HOLs spend in the field
    • Level of involvement with payers for different activities
    • Length of face-to-face visit with thought leaders and payer groups