the medical science liaison corporation
DESCRIPTION
Team Structure and Staffing Agenda About me, The Medical Science Liaison Corporation, MSL World.com Demonstrating value of the expensive MSL and advisor roles to the company Examining the disconnect between field based medical and corporate initiatives Acquiring and synthesizing field insights to drive clinical and corporate decision-making The data slides represent findings collected from 11 European-based companies’ MSL management teams. Key Definitions MSL Activities Performance Metrics Team Structure and StaffingTRANSCRIPT
Aligning the Activities and Goals of Medical Science Liaison Teams for
Strengthened Corporate Sustainability
Dr. Samuel DyerCEO and Founder
The Medical Science Liaison Corporationwww.MSLWORLD.com
Agenda
• About me, The Medical Science Liaison Corporation, MSL World.com• Demonstrating value of the expensive MSL and advisor roles to the
company• Examining the disconnect between field based medical and corporate
initiatives• Acquiring and synthesizing field insights to drive clinical and corporate
decision-making
The data slides represent findings collected from 11 European-based companies’ MSL management teams.
Key DefinitionsMSL Activities
Performance MetricsTeam Structure and Staffing
• 10 years experience within International Medical Affairs• Led MSL / Medical Teams in multiple TA’s in over 60 countries
throughout the U.S., Canada, Europe, Africa, Middle East, New Zealand and Australia.
• Been hired as a consultant by McKinsey, Bain & Co. consulting companies and Philips Healthcare to work on MSL projects
• Sit on the management team /board of advisors for the start up Biotech company-Biognosys
• Wrote a first of its kind book on the MSL/MA role that is expected to be published in the fall of this year
• Formed the Medical Science Liaison Corporation along with a team of professionals that operates among other functions www.MSLWORLD.com
About Me
About Medical Science Liaison Corporation & ww.MSLWORLD.com
• After numerous discussions with hiring managers, recruiters and HR personnel around the world it was decided that there was a need to have a source of career related resources for the MSL/MA role
• MSL Corp. is completely focused on the MSL/MA Career. Our goal is the bring the best resources around the world together for MSL/MA professionals
• Provide original articles, publications, books etc. focused on MSL
• MSL WORLD is the industry’s first and only comprehensive niche career management site 100% dedicated, focused and built to serve the Medical Science Liaison (MSL) career.
MSL Activities
Data Slides uses the following abbreviations:
• MSL: Medical Science Liaison
• KOL: Key Opinion Leader
• HCP: Healthcare Provider
• IITs: Investigator-Initiated Trials
• PCP: Primary Care Provider
• FTEs: Full-Time Equivalents
Key Definitions: Abbreviations
Measuring MSL/MA Activities
• There are no distinct standards in place that define the MSL Activity/function and how the programs should be run
• The industry is in dire need for standardized practices and performance measures for MSL Activity/Function
• To retain top talent, companies must establish a fair and clear method of assessment. This method typically will consist of both qualitative and quantitative metrics. There must be concrete, reachable goals that apply to each MSL’s activities.
Initial Phase of MSL Support for a Drug: Europe
9%9%
9%
36%
36%
Pre-Clinical
Phase I
Phase II
Phase III
Registration and Launch
First 12-18 Months on the Market
n=11
Latest Stage of MSL Support for a Drug: Europe
n=11
9%9%
9%
18%
18%
36%
Phase III
Registration and Launch
First 12 to 18 Months on the market
Two years after Launch
Three years after Launch
Four years after Launch
Five years after Launch
More than five years after Launch
MSLs’ Time per Activity for a Pre-Launch Product: Europe
n=11
5% 7%1%
9%0%
8%
6%
9%7%
25%
14%4% 4%
Developing clinical protocolsAssisting clinical trial inves-tigators Developing product labelsDeveloping scientific collateralDeveloping promotional col-lateralCollecting competitive intel-ligenceTraining sales field forcesTraining speakersTraining new MSLsIdentifying and building KOL relationshipsDelivering presentations/speechesCoordinating/facilitating IIT processesOther
MSLs’ Time per Activity for a Post-Launch Product: Europe
n=10
4% 7%
14%3%
4%
5%6%
6%7%4%9%
6%
12%
9% 5%
Coordinating new sponsored researchCoordinating new IITsEducating thought leaders and HCPsParticipating in managed care ac-tivitiesPlanning medical publicationsIdentifying/coordinating speaker opportunitiesSupporting field sales activitiesTraining field sales forceParticipating in advisory boardsSupporting medical congressesAttending conferences/symposiaCollecting competitive intelligenceIdentifying and building new KOL relationshipsTraining speakersOther
Percentage of MSL Teams That Conduct the Following Activities for Pre-Launch Products: Europe
n=11
Developing promotional collateral
Developing product labels
Developing clinical protocols
Coordinating/facilitating IIT processes
Assisting clinical trial investigators
Collecting competitive intelligence
Training speakers
Training new MSLs
Developing scientific collateral
Training sales field forces
Delivering presentations/speeches
Identifying and building KOL relationships
0% 20% 40% 60% 80% 100%
9%
18%
36%
36%
73%
82%
82%
82%
91%
91%
91%
100%
Percentage of Companies
Act
iviti
es
Percentage of MSL Teams That Conduct the Following Activities for Post-Launch Products: Europe
n=10
Participating in managed care activities
Coordinating new sponsored research
Supporting field sales force
Planning medical publications
Supporting medical congresses
Educating thought leaders and HCPs
Identifying/coordinating speaker opportunities
Collecting competitive intelligence
Coordinating new IITs
Training sales force
Participating in advisory boards
Attending conferences/symposia
Identifying and building new KOL relationships
Training speakers
0% 20% 40% 60% 80% 100%
30%
50%
50%
60%
60%
70%
80%
80%
90%
90%
90%
100%
100%
100%
Percentage of MSL Teams
Activ
ities
Percentage of MSLs’ Time Spent per Activity for a Pre-Launch Product: Europe
n=11
Developing promotional collateral
Training sales field forces
Developing product labels
Training new MSLs
Developing scientific collateral
Assisting clinical trial investigators
Collecting competitive intelligence
Training speakers
Coordinating/facilitating IIT processes
Developing clinical protocols
Delivering presentations/speeches
Identifying and building KOL relationships
0% 20% 40% 60% 80% 100%
5%
7%
8%
8%
10%
10%
10%
11%
12%
14%
16%
25%
Percentage of MSLs’ Time
Act
iviti
es
Percentage of MSLs’ Time Spent per Activity for a Post-Launch Product: Europe
n=10
Identifying/coordinating speaker opportunities
Supporting medical congresses
Collecting competitive intelligence
Training field sales force
Planning medical publications
Coordinating new sponsored research
Participating in advisory boards
Coordinating new IITs
Participating in managed care activities
Training speakers
Attending conferences/symposia
Supporting field sales force
Identifying and building new KOL relationships
Educating thought leaders and HCPs
0% 20% 40% 60% 80% 100%
6%
6%
7%
7%
7%
7%
8%
8%
8%
9%
9%
10%
12%
21%
Percentage of MSLs’ Time
Activ
ities
Performance Metrics
Measuring MSL/MA Value
• There is little to no data or studies that have looked at ROI metrics with hard numbers for the return on investment for an MSL/MA
• There is no industry standard or definitive measure at this point
• MSL team managers and companies are still trying to figure out how to measure ROI on MSL, they all know the value is there but the hard metrics are really not indicative of the quality of the MSL-KOL relationships
• Each company measures a MSL team contributions a little different by establish various performance metrics to demonstrate the value that a MSL/MA team brings to the company.
Type and Number of Interactions per Thought Leader, Annually: Europe
n=10
Face-to-face visits Telephone conversations Email exchanges0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
4.4
7.8
14.6
Type of Interaction
Num
ber o
f Int
erac
tions
per
Tho
ught
Lea
der
Number of Performance Metrics Used by Companies in Europe
45 18 21 26 17 38 44 49 14 25 11 Average0
1
2
3
4
5
6
7
8
9
10
4
5 5 5
6
7 7 7
8 8
9
6.45454545454544
Responding Companies
Num
ber o
f Met
rics
Percentage of European Companies Using Specific Performance Metrics
n=11
Age of relationships with thought leadersAttrition of thought leader relationships
Number of promo speeches by thought leadersDirect contribution to company research
Number of scientific speeches delivered by MSLInternal Customer Feedback
Rx sales for TA or geographic areaAverage time spent per visit with thought leader
Number of publications authoredNumber of MSL promotional speeches
Number of IIT proposals submittedDepth of relationships with thought leaders
Thought leader satisfaction surveyNumber of new thought leader relationships
Number of scientific speeches by thought leadersActivities per product per MSL
Number of maintained thought leader relationshipsNumber of interactions with thought leaders
0% 10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9%9%9%9%9%9%
18%18%
27%27%
36%45%
55%64%64%64%
82%91%
Percentage of Companies Using Each Metric
Met
rics
“External Value” Performance Metrics: Europe
n=11
Number of new thought leader relationships
Depth of relationships with thought leaders
Age of relationships with thought leaders
Attrition of thought leader relationships
Number of interactions with thought leaders
Number of maintained thought leader relationships
Average time spent per visit with thought leader
Number of scientific speeches by thought leaders
Thought leader satisfaction survey
0% 20% 40% 60% 80% 100% 120%60%
40%
0%
0%
80%
60%
40%
40%
20%
67%
50%
17%
17%
100%
100%
0%
83%
83%
Above Averge Number of Metrics Utilized Below Average Number of Metrics Utilized
Percentage of Companies Using Each Metric
Exte
rnal
Met
rics
“Internal Value” Performance Metrics: Europe
n=11
Number of publications authored
Direct contribution to company research
Number of scientific speeches delivered by MSL
Internal Customer Feedback
Activities per product per MSL
Rx sales for TA or geographic area
Number of IIT proposals submitted
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
20%
0%
0%
0%
80%
0%
0%
33%
17%
17%
17%
50%
33%
67%
Above Averge Number of Metrics Utilized Below Average Number of Metrics Utilized
Percentage of Companies Using Each Metric
Inte
rnal
Met
rics
Team Structure and Staffing
Criteria Used to Establish MSL Staffing Level (US and Europe)
n=50
Number of promo speeches by thought leaders
Number of publications authored
Number of scientific speeches by thought leaders
Number of IIT proposals submitted
Total sales/Rx deciles
Number of sales reps
Number of teams
Number of interactions with thought leaders
Allocated yearly budget
Number of territories
Number of thought leader relationships
Number of brands/products to support
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2%
4%
8%
10%
10%
14%
18%
40%
48%
48%
72%
74%
Crit
eria
Percentage of Companies Using Each Criterion
Ratio of Thought Leader Relationships to MSLs in Europe
n=11
18 11 49 45 17 25 Average0
5
10
15
20
25
30
35
2.54.3
11.0
16.7
20.0
30.0
14.1
Responding Companies
Rel
atio
nshi
ps/M
SL
Ratio of Sales Reps to MSLs in Europe
n=11
25 26 21 11 14 18 Average0
2
4
6
8
10
12
5.0 5.3 5.6
7.1
8.0
10.0
6.8
Responding Companies
Sale
s R
eps/
MSL
Level of Executive with Oversight over MSL Teams at European Companies
n=10
30%
10%40%
20%Manager
Senior Manager
Director
Senior/Executive Director
Vice President
President
Acquiring and synthesizing field insights to drive clinical and corporate decision-making
Best Practices Shared: 12 companies-28 MSL Directors/MSL’s across Europe, Asia, U.S.
• Industry study-reports that KOL development as the second most important product-launch expenditure• Centralized database needed for the sharing of information across multiple cross functional areas (Medical,
Sales, Marketing)-this can be FREE and SIMPLE-Not much $ needed• Complete alignment of internal activities and planning• Dissemination of information/sharing of KOL interactions • Calendar of KOL activities that is shared between Medical and Sales for better alignment • Write up summary of KOL field visit-Sales and Marketing have access to information• Have a clear specific plan for each KOL (i.e. Ad Boards, speaking engagements etc.) for the Quarter, 1 year and
2 year timeframes etc.• Set up marketing/medical bi-weekly meetings to discuss tactical and strategic items including: KOL lectures,
workshops, planned visits, training territory/KOL issues etc. • Create monthly team teleconferences• Create and present to all sales colleagues (NSM)-updates, challenges and wins at sales training, cycle meeting
and teleconferences etc.• Create internal multiple TA/Product Medical Meetings to share best practices, approaches, and opportunities• Identify further opportunities for cross functional collaboration• TALK and COMMUNICATE! NO SILOS!
Examining the disconnect between field based medical and corporate initiatives
The Problem #1 complaint given by MSL teams across the U.S./Europe/Asia
• There is a strong disconnect of the communication between field based MSL/MA team and corporate Medical Affairs
• A problem occurs when decisions are made at the corporate level or initiatives have begun (like working with KOL’s) and there has not been direct communication with field MSL/MA teams and/or there is a poor/slow communication channel
• Most common problem occurs when there is a change, delay or not clear communication on corporate clinical strategy. – MSL/MA working with a KOL may generate a IIT lead/idea. – MSL may work with a KOL on IIT to write/submit a proposal though the IIT is no longer
aligned with corporate strategy. – Result: valuable opportunities are lost, expensive resources are wasted and KOL’s lose
confidence in the company due to lack of direct and/or timely communication. Company credibility can be damaged.
Examining the disconnect between field based medical and corporate initiatives
To prevent a disconnect:
• Corporate Medical Affairs and field based MSL/MA teams should have ongoing dialog concerning goals, initiatives, KOL activities and successes
• Establish communication processes between home office, field Medical AND also marketing and sales
• Communicate strategy and needs as changes occur WITH KOL’s!
• Revisit strategies regularly to make sure they are still aligned with the goals of the company
• A good relationship between departments where channels of communication are open is critical to a company's success. When the Medical, sales and marketing departments have regular communication.
• Get all departments involved with KOL/MSL/MA activities. Prevent communication silos!
Contact
Dr. Samuel Dyer
CEO/Founder www.MSLWORLD.com
___________________________________________________________________Acknowledgements:
Thanks to Cutting Edge Information & Yanis Saradjian for providing slides and
information throughout this presentation.
Yanis Saradjian Director of Consulting-Cutting Edge Info.
Durham +1 919-433-0206Boston +1 781-530-3785
THANK YOU
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