Abstract
OVERVIEW
With healthcare costs rising and competitors - both branded and generic -
flooding markets, life science companies face unrelenting pressure to justify
costs and prove product value. To communicate with payers and secure the best
reimbursement, companies increasingly deploy health outcomes liaisons (HOLs).
HOLs forge connections with key target audiences by communicating critical
health economics and outcomes research (HEOR) data. Trailblazing companies
have assembled elite HOL teams focused on market access priorities, and they
support these groups with extensive resources and quality ongoing training.
Developed from the rich insights of experienced managers and in-the-field
liaisons, this study' s data - including team structures and staffing levels,
core HOL activities, compensation benchmarks and profiles of groups in the US,
EU and emerging markets - will help you optimize your HOL team.
Meet team needs through structure:
As a newer function, HOLs groups do not have an industrywide, standard
structure. Examine benchmarks and case studies to weigh the benefits and
disadvantages of different approaches, and see how leading companies clarify
HOL and MSL roles.
Solidify payer relationships:
Cultivating relationships is a key HOL responsibility - and a large part of
measuring ROI. Discover when and how to engage payer organizations and learn
simple strategies for making the most of visits.
Recruit and retain the ideal HOL:
Outcomes liaisons possess a unique skill set, making them harder to recruit.
Gain a competitive edge with real-company compensation benchmarks, and ensure
professional advancement by establishing training modules. Discover five
potential career tracks used by top-performing companies to keep staff
motivated and invested in company success.
This report contains data gathered from 28 pharmaceutical, biotechnology, and
medical device companies.
Figure 1.17: Percentage of Companies
Whose HOLs and MSLs Call on the Same Clients
©Cutting Edge Information
About Cutting Edge Information
Cutting Edge Information is your one-stop shop for real-company business
research. Our Real-Company ResearchSM reports combine strong quantitative
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Report Statistics
- REPORT DATE: 2011
- REPORT LENGTH: 128 pages
- METRICS AND CHARTS: 40+ Charts and Graphics; 500+ Metrics;
- TOTAL NUMBER OF SURVEYED COMPANIES: 28 Pharmaceutical, Biotech and Medical Device
- FORMAT: Adobe PDF E-Copy
Table of Contents
- Health Outcomes Liaisons: Proving Product Value to Payers
- Study Methodology
- Study Definitions
- Health Outcomes Liaisons: Four Recommendations for Success
- Building an Effective HOL Group
- HOL Team Resources: Budgets and Staffing Information
- The Benefits of Dialogue with Payers
- Proving Return on Investment: A Difficult Task
- The Future of HOL Teams
- Establishing Credibility Through an Ideal HOL Profile
- Employ the Right People
- Compensate Hires with Competitive Salary Packages and Long-Term
- Advancement
- Conduct the Right Mix of Activities
- Health Outcomes Liaison Team Profiles
CHARTS AND GRAPHICS
Health Outcomes Liaisons: Proving Product Value to Payers
- Figure E.1: Percentage of HOL Groups Supporting Products, by Point in
Product Lifecycle
Building an Effective HOL Group
- Figure 1.1: Age of HOL Groups, in Years
- Figure 1.2: Age of US-Based HOL Groups, in Years
- Figure 1.3: Age of EU-Based HOL Groups, in Years
- Figure 1.4: Age of HOL Groups in Emerging Markets, in Years
- Figure 1.5: Departments Housing HOL Groups
- Figure 1.6: Departments Housing US-Based HOL Groups
- Figure 1.7: Departments Housing EU-Based HOL Groups
- Figure 1.8: Departments Housing HOL Groups in Emerging Markets
- Figure 1.9: Level of Executive Overseeing HOL Groups
- Figure 1.10: Level of Executive Overseeing US-Based HOL Groups
- Figure 1.11: Level of Executive Overseeing EU-Based HOL Groups
- Figure 1.12: Level of Executive Overseeing HOL Groups in Emerging Markets
- Figure 1.13: Therapeutic Areas Supported by HOL Groups
- Figure 1.14: Therapeutic Areas Supported by US-Based HOL Groups
- Figure 1.15: Therapeutic Areas Supported by EU-Based HOL Groups
- Figure 1.16: Therapeutic Areas Supported by HOL Groups in Emerging Markets
- Figure 1.17: Percentage of Companies Whose HOLs and MSLs Call on the Same
Clients
- Figure 1.18: Percentage of Companies Whose HOLs and Sales Reps Call on the
Same Clients
- HOL Team Resources: Budgets and Staffing Information
- Figure 1.19: HOL Team Budgets in US
- Figure 1.20: HOL Team Budgets in EU
- Figure 1.21: HOL Team Budgets in Emerging Markets
- Figure 1.22: Number of HOLs Employed
- Figure 1.23: Number of HOLs Employed in US
- Figure 1.24: Number of HOLs Employed in EU
- Figure 1.25: Number of HOLs Employed in Emerging Markets
- Figure 1.26: Percentage of HOL Groups Supporting Products, by Point in
Product Lifecycle
- The Benefits of Dialogue with Payers
- Figure 1.27: Percentage of US-Based HOL Groups Supporting Products, by
Point in Product Lifecycle
- Figure 1.28: Percentage of EU-Based HOL Groups Supporting Products, by
Point in Product Lifecycle
- Figure 1.29: Percentage of HOL Groups in Emerging Markets Supporting
Products, by Point in Product Lifecycle
Establishing Credibility Through an Ideal HOL Profile
- Employ the Right People
- Figure 2.1: Preferred Level of Education for HOLs
- Figure 2.2: Preferred Level of Education for US-Based HOLs
- Figure 2.3: Preferred Level of Education for EU-Based HOLs
- Figure 2.4: Preferred Level of Education for HOLs in Emerging Markets
- Figure 2.5: Frequency of Ongoing Training Provided to HOLs
- Figure 2.6: Frequency of Ongoing Training Provided to US-Based HOLs
- Figure 2.7: Frequency of Ongoing Training Provided to EU-Based HOLs
- Figure 2.8: Frequency of Ongoing Training Provided to HOLs in Emerging
Markets
- Compensate Hires with Competitive Salary Packages and Long-Term
Advancement
- Figure 2.9: Salaries for HOLs with No Experience, in Thousands
- Figure 2.10: Salaries for HOLs with Two Years of Experience, in Thousands
- Figure 2.11: Salaries for HOLs with Five Years of Experience, in
Thousands
- Figure 2.12: Activities Pursued by HOLs
- Conduct the Right Mix of Activities
- Figure 2.13: Activities Pursued by US-Based HOLs
- Figure 2.14: Activities Pursued by EU-Based HOLs
- Figure 2.15: Activities Pursued by HOLs in Emerging Markets
- Figure 2.16: Time Spent Per Face-to-Face Meeting with Clients
- Figure 2.17: Time Spent Per Face-to-Face Meeting with Clients in US
- Figure 2.18: Time Spent Per Face-to-Face Meeting with Clients in EU
- Figure 2.19: Time Spent Per Face-to-Face Meeting with Clients in
Emerging Markets
Health Outcomes Liaison Team Profiles
- Figure 3.1: Background and Structure for Company B
- Figure 3.2: Budgets and Resource Allocation for Company B
- Figure 3.3: Time HOLs Spend on Activities for Company B
- Figure 3.4: Background and Structure for Company F
- Figure 3.5: Budgets and Resource Allocation for Company F
- Figure 3.6: Time HOLs Spend on Activities for Company F
- Figure 3.7: Background and Structure for Company G
- Figure 3.8: Budgets and Resource Allocation for Company G
- Figure 3.9: Time HOLs Spend on Activities for Company G
- Figure 3.10: Background and Structure for Company I
- Figure 3.11: Budgets and Resource Allocation for Company I
- Figure 3.12: Time HOLs Spend on Activities for Company I
- Figure 3.13: Background and Structure for Company J
- Figure 3.14: Budgets and Resource Allocation for Company J
- Figure 3.15: Time HOLs Spend on Activities for Company J
- Figure 3.16: Background and Structure for Company L
- Figure 3.17: Budgets and Resource Allocation for Company L
- Figure 3.18: Time HOLs Spend on Activities for Company L
- Figure 3.19: Background and Structure for Company M
- Figure 3.20: Budgets and Resource Allocation for Company M
- Figure 3.21: Time HOLs Spend on Activities for Company M
- Figure 3.22: Background and Structure for Company N
- Figure 3.23: Budgets and Resource Allocation for Company N
- Figure 3.24: Time HOLs Spend on Activities for Company N
- Figure 3.25: Background and Structure for Company O
- Figure 3.26: Budgets and Resource Allocation for Company O
- Figure 3.27: Time HOLs Spend on Activities for Company O
- Figure 3.28: Background and Structure for Company P
- Figure 3.29: Budgets and Resource Allocation for Company P
- Figure 3.30: Time HOLs Spend on Activities for Company P
- Figure 3.31: Background and Structure for Company S
- Figure 3.32: Budgets and Resource Allocation for Company S
- Figure 3.33: Time HOLs Spend on Activities for Company S
- Figure 3.34: Background and Structure for Company T
- Figure 3.35: Budgets and Resource Allocation for Company T
- Figure 3.36: Time HOLs Spend on Activities for Company T
- Figure 3.37: Background and Structure for Company X
- Figure 3.38: Budgets and Resource Allocation for Company X
- Figure 3.39: Time HOLs Spend on Activities for Company X
- Figure 3.40: Background and Structure for Company Z
- Figure 3.41: Budgets and Resource Allocation for Company Z
- Figure 3.42: Time HOLs Spend on Activities for Company Z
