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25BMR




Products & Services Medical Affairs Medical Science Liaison

Optimizing the Size and Improving the Impact of Field-Based Medical Teams in Major Global Markets

ID: POP-301


Features:

15 Info Graphics

47 Data Graphics

710 Metrics

13 Narratives


Pages: 69


Published: 2018


Delivery Format: Shipped


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Field-based medical teams play a vital role in engaging thought leaders in high quality scientific discussions and building long-term relationships. To maximize the impact of field-based medical teams in high-potential global markets, companies must employ region-specific strategies, and identify key deficiencies and opportunities for overcoming challenges that are present in medical affairs organizations of different regions.

Best Practices, LLC undertook this benchmarking research to help inform field-based medical and other leadership teams about the region-specific strategies employed by peer organizations and help carve out a framework for expanding footprint in high-potential global markets. In particular, this report will help companies fill knowledge gaps around key field-based medical team operational areas, including: staffing levels, resource allocations, productivity measures, efficiency (time spent on key external and internal activities), frequency of thought leader interactions by tier, effective communication channels, and tactics and tools for leveraging field insights across the organization.

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


Companies Profiled:
AbbVie; AcelRx; Alkermes; Allergan; Allergopharma; Amgen; Astellas; AstraZeneca; Bayer; Biogen; Chiesi; Cooper Surgical; Daiichi Sankyo; Eisai; EMD Serono; Ferring Pharmaceuticals; Gedeon Richter ; Genentech; GlaxoSmithKline ; Ipsen; Janssen; Kyowa Kirin; Merck; Merck KGaA; Novartis; Novelion Therapeutics; Novo Nordisk; Pfizer; Roche; Shire; Sunovion; UCB Pharma; Vertex Pharmaceuticals; Vifor Pharma; ViiV Healthcare; ZS Pharma


Study Snapshot

Best Practices, LLC engaged 55 medical affairs and field-based medical team leaders from a total of 36 top pharma and biotech organizations through a benchmarking survey. Six deep-dive interviews were conducted with medical affairs leaders, whose insights were provided to enrich the data and add real-world context to the metrics and trends established.

To offer clear understanding of field medical trends across major markets, benchmark data is segmented by: Total Benchmark Class (N=69); Global Market Segment, excluding U.S. (N=38); North America Market Segment (N=31); Europe (EU5) Market Segment (N=24); and JAPAC Market Segment (N=5).

Key topics covered in this report include:
  • Optimization of field-based medical team staffing levels
  • Regional differences when building field-based medical teams
  • Number of thought leaders that are supported by MSLs
  • How field teams are staffed depending on stage of product lifecycle
  • Budget allocations and revenue supported per MSL
  • Duration and frequency of MSL and HOL interactions
  • The degree of proactive vs. reactive interactions
  • Time spent on internal and external activities


Key Findings

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


  • Effective MSL Backgrounds: Nearly 50% of MSLs are pharmacists, with ~35% being scientists or physicians.
  • Thought Leader Interaction Time & Frequency: Average MSL interaction time with KOLs is 44 minutes (U.S. = 38 minutes, EU5 = 51 minutes, JAPAC = 32 minutes). These interactions occur roughly every 12 weeks, regardless of thought leader tier or region.
  • Tools: Automating insight generation is being embraced more readily in the U.S. than among European affiliates, though full automation appears challenging. European teams are more likely to collect and analyze insights manually, rather than implementing an automated system to identify insights. Meanwhile, 54% of respondents in the U.S. find it effective to fully automate insights, with only 20% of EU5 field teams currently following suit. The ability to input, generate and access insights through some degree of automation could potentially aid MSLs in those markets perform other tasks more efficiently.

Table of Contents

I.
Executive Summarypg. 3
Study Objective, Background
Methodology, Segmentation, Topics Covered
Key Findings and Recommendations
II.
Optimal Field Team Staffing & Resourcespg. 12
Portfolio Size
Field-Based Medical Team Staffing Levels
Thought Leaders Supported by MSL
Key Accounts and Payers Supported by MSLs and HOLs
MSL Staffing in Product Lifecycle
MSL Professional Background
Budget Allocated, Revenue Supported
III.
Thought Leader Engagementpg. 36
Total Annual Interactions by Thought Leader Type
Duration of MSL and HOL Interactions
Frequency of MSL and HOL Interactions
Proactive vs. Reactive MSL Interactions
Frequency of 2253 Filings
Effective Communication Channels
IV.
Field Activities and Productivity Levelspg. 55
Time Spent on External and Internal Activities
Leveraging Field-Based Insights Across the Organization
V.
Appendixpg. 65
Countries Examined
Therapeutic Areas
Level of Job Titles

List of Charts & Exhibits


I. Optimal Field Team Staffing & Resourcing Benchmarks
  • Total number of in-line and pipeline products supported by an MSL – Total benchmark class
  • Total number of in-line and pipeline products supported by an MSL – Global, North America, EU5 and JAPAC market segments
    Total number of staff allocated to different field-based medical roles – Total benchmark class
  • Total number of staff allocated to different field-based medical roles – Global, North America, EU5 and JAPAC market segments
    MSL to HOL staffing ratio
  • Use of HOLs, HOL managers and MSL effectiveness leaders at benchmark companies
  • Average number of thought leaders supported by each MSL; Mix of thought leaders supported by each MSL – Total benchmark class
  • Average number of thought leaders supported by each MSL – Global, North America, EU5 and JAPAC market segments
  • Voices from the field: Benefits of “Key Communication Maps”
  • Proportion of KOLs and HCPs supported per MSL
  • Voices from the field: Top-level driver of MSL value to the organization
  • Thought leader tiers supported by each MSL
  • Do any of your field MSLs support
  • Average number of large key accounts (hospitals, care networks or academic institutions) and payers supported by each MSL – Total benchmark class
  • Average number of large key accounts (hospitals, care networks or academic institutions) and payers supported by MSLs and HOLs – Global, North America, EU5 and JAPAC market segments
  • Percentage of the peak MSL team size assigned to support a product at each phase of the typical product lifecycle – Total benchmark class
  • Percentage of the peak MSL team size assigned to support a product at each phase of the typical product lifecycle – Global, North America, EU5 and JAPAC market segments
  • Voices from the field: Role of U.S. MSLs in training fellow field liaisons and preparing global affiliates to help support new treatments
  • Effectiveness of onboarding MSLs at each phase of the product lifecycle
  • Professional background of MSLs
  • Effectiveness of listed types of prior MSL work experience in engaging thought leaders in high quality scientific discussions and building long-term relationships – Total benchmark class
  • Voices from the field: Mix of MSL professional background enables flexible approaches to allied health professionals and other emergent treatment stakeholders
  • Effectiveness of listed types of prior MSL work experience in engaging thought leaders in high quality scientific discussions and building long-term relationships – Global, North America, EU5 and JAPAC market segments
  • Average MSL experience and in-line revenue supported by each MSL

II. Thought Leader Engagement
  • Total yearly MSL interactions with thought leaders
  • Total KOL and HCP interactions per year
  • Total annual interactions with global, national and regional thought leaders
  • Voices from the field: Insights on net promoter score
  • Duration and frequency of MSL /HOL interactions with thought leaders and payers – Total benchmark class
  • Duration of MSL /HOL interactions with thought leaders and payers – Global, North America, EU5 and JAPAC market segments
  • Average frequency of MSL interaction with global, national and regional thought leaders; and average frequency of HOL interactions with payers
  • Percentage of proactive and reactive MSL interactions with thought leaders
  • Frequency of listed proactive activities conducted by MSLs
  • Frequency of listed reactive activities conducted by MSLs
  • Proactive vs. reactive MSL interactions – Global market segment
  • Proactive vs. reactive MSL interactions - North America market segment
  • Proactive vs. reactive MSL interactions - EU5 market segment
  • Proactive vs. reactive MSL interactions - JAPAC market segment
  • Frequency of 2253 filings in North America market segment
  • Effective channels for communicating with thought leaders – Total benchmark class
  • Effective channels for communicating with thought leaders – Global, North America, EU5 and JAPAC market segments
  • Voices from the field: KOL engagement

III. Field Activities and Productivity Levels
  • Actual time vs. goal time spent by MSLs on external-facing activities – Total benchmark class
  • Actual time vs. goal time spent by MSLs on external-facing activities – Global and EU5 market segments
  • Actual time vs. goal time spent by MSLs on external-facing activities – North America and JAPAC market segments
  • Actual time vs. goal time spent by MSLs on internal-facing activities – Total benchmark class
  • Voices from the field: Identifying “super users” within field teams to help efficiently train other MSLs on use of new tools and approaches
  • Actual time vs. goal time spent by MSLs on internal-facing activities – Global and EU5 market segments
  • Actual time vs. goal time spent by MSLs on internal-facing activities – North America and JAPAC market segments
  • Most effective processes for leveraging field-based insights across the organization
  • Most effective tools for leveraging field-based insights across the organization