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市場調查報告書

全球性醫藥相關企業的MSL(醫藥學術專員)的管理

Capture and Communicate the Full Value of Medical Science Liaisons: Refining Global MSL Strategy with Compelling KPIs

出版商 Cutting Edge Information 商品編碼 250317
出版日期 內容資訊 英文 247 Pages
商品交期: 最快1-2個工作天內
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全球性醫藥相關企業的MSL(醫藥學術專員)的管理 Capture and Communicate the Full Value of Medical Science Liaisons: Refining Global MSL Strategy with Compelling KPIs
出版日期: 2015年01月01日 內容資訊: 英文 247 Pages
簡介

MSL(醫藥學術專員)的日常活動非常忙碌,要維持與MSL團隊整體20∼100名KOL(影響者:醫療領域有影響力的主要的意見領袖)之間的關係性,同時也必需支援實驗中產品(平均16種)及上市後產品(平均18種)。儘管如此,仍是難以計測及為MSL的業務價值定下評估,對非專門的經營者而言實在太難以理解。為此定義了10項左右的重要業績評估指標(KPI),來判斷MSL的業績,設定行動目標。其中可建立關係性的KOL人數、與KOL的接觸件數(會議,演講邀請,研究支援等)為主要評估指標。

本報告提供全球性醫藥相關企業的MSL團隊管理趨勢之調查分析,提供有幫助的基準和最佳業務實踐分析,定義及測量主要企業的MSL團隊之KPI(重要業績評估指標),再彙整各公司的MSL結構·預算·人力資源配置·報酬,及臨床實驗中/上市後的產品支援體制等調查結果,為您概述為以下內容。

第1章 使用重要業績評估指標(KPI),強調MSL的價值

  • MSL團隊的比率
    • 在向經營團隊證明價值時所面臨的課題:各地區
    • 為展現價值利用一般的指標
    • 為展現價值利用專家(KOL)指標
  • KPI的利用及其價值
    • 為證明MSL價值所使用的主要的KPI數量:各地區
    • 為證明MSL價值所使用的KPI整體數量:各地區
    • 對證明MSL價值而言重要的KPI
      • KPI的便利性(重要性·效用·獨自性):團隊領域別
        • 目前有關係性的KOL人數
        • 新締結關係性的KOL人數
        • MSL提供的科學演講會數量
    • KPI的每月目標數值
    • MSL的每月目標數值:跟KOL的交涉數量
    • 為證明MSL價值的有用KPI
      • KPI的便利性(重要性·效用·獨自性):各地區
        • 透過MSL提交的IIT(研究者主導型臨床實驗)提案數量
        • 書籍出版的支援數量
        • KOL的科學性演講數量
        • 透過調查提供回饋的KOL人數
        • 月額目標數值
    • MSL價值證明這個有用性稍遜的KPI
      • KOL的推銷用講演數量
      • 每位KOL支出額
    • MSL價值證明這個有用性稍遜的KPI
    • 每位MSL負責KOL人數:各診療領域
    • 每位MSL負責KOL人數:各企業·各診療領域
      • 心臟病
      • 內分泌疾病/糖尿病
      • 血液病
      • 感染疾病/病毒
      • 神經症
      • 腫瘤
      • 精神疾病/心理健康
      • 呼吸系統/肺部疾病
    • KOL·MSL間的平均對話時間:會話的方式別(直接見面,電話,影片聊天)
    • KOL·MSL間直接對話的平均時間:各地區,不同企業規模
    • KOL·MSL間電話直接對話的平均時間:各地區,不同企業規模

第2章 對全球性MLS而言的人力資源配置與結構建立

  • 組織結構與報告關係性
    • MSL團隊結構:整體情形(地區·各治療領域,地區·各產品,各產品,各地區)
    • MSL團隊結構:不同企業規模
    • MSL負責人的職員等級:不同企業規模,各地區
    • MSL提供報告的組織:不同企業規模
    • MSL結構圖:前十名∼25公司的情況
    • 面臨內部通訊課題之MSL團隊數:各地區
    • 活動於全球各地主要國家的MSL團隊數
      • 歐洲
      • 亞太地區
      • 南美
      • 非洲
    • MSL的活動年數:各活動領域,不同企業規模
  • 團隊的人力資源配置
    • MSL的平均人數:各國(專職人員數)
    • 決定MSL的人力資源配置水準因素的平均排行榜:各地區
    • 每MSL團隊數及1團隊人員數:各地區
    • MSL的平均人數:不同企業規模·各地區
    • MSL人力資源的變動率:各地區,過去3年份
    • 各企業的MSL平均人數:各診療領域

第3章 MSL的策略選擇,強化競爭力,預算的分配

  • MSL的訓練和工資
    • MSL取得的學歷·學位:各地區
    • 目前訓練頻率:各地區,不同企業規模
    • MSL的平均工資:各經驗年數,不同企業規模,各地區
  • MSL的外包和預算
    • MSL的外包(外包化)的企業比率
    • 考慮MSL外包的企業比率
    • MSL的預算水準的決策要素:平均排行榜
    • 特定目的的MSL的預算分配額
    • 主要國家的MSL團隊的預算額:全企業規模
      • 美國
      • 英國
      • 法國
      • 西班牙
      • 義大利
      • 德國
      • 中國
      • 日本
      • 印度
      • 韓國
      • 阿根廷
      • 巴西
      • 墨西哥

第4章 MSL上市前的業務擴大,臨床開發與合資企業

  • 上市前的活動數量:不同企業規模·各地區·各領域(核心·二次·偶爾和罕見案例)

第5章 透過與KOL的參與活動,支援已上市的產品

  • 上市後產品之MSL團隊的活動數量:各地區
  • 上市後MSL活動的排行榜數量:核心·二次·偶爾和罕見案例

本網頁內容可能與最新版本有所差異。詳細情況請與我們聯繫。

目錄
Product Code: PH207

The life of a medical science liaison (MSL) is a busy one filled with meetings, presentations, congresses, training sessions, and of course, travel. Depending on the region and therapeutic area supported, an MSL must maintain anywhere from 20 up to 100 KOL relationships. They perform an average of 16 activities in support of investigational products and an additional 18 activities in support of marketed products.

Despite their heavy workloads, universally, MSL tea ms struggle to prove their value to executives outside the medical affairs function. Because many commercial executive think of value in black-and-white terms, the most popular approach is to submit a regular report of trackable metrics. It is not uncommon to see MSL managers tracking 10 or more key performance indicators (KPIs), Since 2012, when Cutting Edge Information last collected benchmarks on MSL management. MSL teams in the US are regularly tracking twice as many KPIs as they had and European teams are tracking 60% more metrics.

Surveyed MSL managers find the following KPIs to be critical for proving value:

  • Number of KOL relationships
  • Number of total KOL interactions

Other metrics that are deemed helpful to proving value include number of lIT proposals submitted, number of publications facilitated and speeches delivered by KOLs. Lastly, MSL managers should not forget metrics that speak to the quality of thought leader engagement, such as average time spent in face-to-face meetinga and the number of KOL feedback surveys collected.

KPIs only tell half the story of MSL contributions. however, Each metric is an indication of how hard the team is working but not necessarily the value it is contributing to the company. The real value MSLs bring to the table is found in the interesting bits of information gleaned from their interactions in the field. MSLs are perhaps the onIy company employees who can echo the voices of each of the most important customers: patients, physicians and pharmacists. This unique perspective means that MSLs would be valuable contributors to a host of strategic decisions ranging from clinical to market access and beyond.

SAMPLE

Figure E.4:
Average MSL Salary, by Experience Level and Company Size: 2014

Table of Contents

CHAPTER 1: EMPHASIZE MSL VALUE WITH KEY PERFORMANCE INDICATORS

Chapter Benefits

  • Deploy MSLs to support cross-functional activities to increase team visibility and demonstrate value to senior leaders.
  • Track quantitative, KOL-driven metrics to assess MSL value beyond their intangible contributions to the company.
  • Align MSL-thought leader connections by therapeutic area, as therapeutic area size directly correlates with measures for KOL relationships per MSL.

Chapter Data

36 charts showing companies' use of key performance indicators (KPIs) to prove MSL value. Throughout the chapter, data are broken down by the region in which teams operate (US, EU, Asia and Latin America).

Percentage of MSL teams:

  • Facing challenges with proving value to upper management, by region
  • Using general metrics to demonstrate value
  • Using KOL-centric metrics to demonstrate value

Use and value of KPIs

Cutting Edge Information analysts asked survey respondents to rate KPIs as critical to proving MSL value, helpful to proving MSL value, or not tracked at all.

  • Total number of KPIs used to prove MSL value, by region
  • Number of KPIs critical to proving MSL value, by region
  • KPIs critical to proving MSL value
    • KPIs' usefulness (critical, helpful, not tracked) in proving MSL value, by team region
      • Number of existing KOL relationships
      • Number of new KOL relationships
      • Number of interactions with KOLs
      • Number of scientific speeches delivered by MSLs
  • Monthly target number for KPIs critical to proving MSL value
  • Monthly target number of MSLs' interactions with KOLs
  • KPIs helpful to proving MSL value
    • KPIs' usefulness (critical, helpful, not tracked) in proving MSL value, by region
      • Number of IIT proposals submitted via MSLs
      • Number of publications facilitated
      • Number of scientific speeches delivered by KOLs
      • Number of KOLs providing feedback via surveys
      • Monthly target number for KPIs helpful to proving MSL value
  • Usefulness in proving MSL value, by region, for the following other, less effective KPIs:
    • Number of promotional speeches delivered by KOLs
    • Spending per KOL
  • Monthly target number for KPIs least effective for proving MSL value
  • Average number of KOL relationships per MSL, by therapeutic area
  • Number of KOL relationships per MSL, by company, for the following therapeutic areas:
    • Cardiology
    • Endocrinology/Diabetes
    • Hematology
    • Infectious Disease/Virology
    • Neurology
    • Oncology
    • Psychiatry/Mental Health
    • Respiratory/Pulmonary Diseases
  • Average length of KOL-MSL interaction, by meeting type (face-to-face, telephone, video chat)
  • Average length of a face-to-face meeting between KOLs and MSLs, by region and by company size (top 10, top 25, top 50 and small)
  • Average length of a telephone meeting between KOLs and MSLs, by region and company size (top 10, top 25, top 50 and small)

CHAPTER 2: ESTABLISHING STAFFING AND BUILDING STRUCTURES FOR GLOBAL MSLS

Chapter Benefits

  • Structure MSL teams by therapeutic area to promote scientific expertise in the supported product's disease area.
  • Implement processes for cross-team communication among MSL groups to share best practices and overcome challenges.
  • Concentrate MSL teams in countries with large and stable healthcare markets.
  • Consider the population of KOLs and the desired level of MSL-KOL interactions when determining MSL staffing levels.

Chapter Data

45 charts exploring MSL team structures, reporting relationships, staffing and budgets. Throughout the chapter, data are broken down by company size (top 10, top 25, top 50 and small) and by the region in which teams operate (US, EU, Asia and Latin America).

Structure and Reporting Relationships

  • MSL team structure: all teams (e.g., organized by region and disease area, region and product, by product or by region)
  • MSL team structure, by company size
  • Title of MSL head, by company size and by region
  • Team to which MSLs report, by company size
  • Diagrams of MSL structures at top 10 and top 25 companies
  • Percentage of MSL teams facing challenges with internal communication, by region
  • Percentage of MSL teams operating in specific countries within these regions:
    • Europe
    • Asia Pacific
    • Latin America
    • Africa
  • Age of MSL function, by team region and company size

Team Staffing

  • Average MSL headcount, by country (in FTEs)
  • Average ranking of factors that determine MSL staffing levels, by region
  • Number of MSL teams and MSLs per team, by region
  • Total MSL headcount, by company size and region
  • Percentage change in MSL staffing from 2012 to 2014, by region
  • Average MSL headcount for individual companies, by therapeutic area:
    • Cardiology
    • Dermatology
    • Endocrinology/Diabetes
    • Infectious/Virology
    • Neurology
    • Oncology
    • Psychiatry/Mental Health
    • Respiratory/Pulmonary Diseases

CHAPTER 3: HIRE MSLS STRATEGICALLY, COMPENSATE COMPETITIVELY AND BUDGET PRUDENTLY

Chapter Benefits

  • Hire MSLs based on a combination of key factors: professional experience, medical/scientific knowledge and personal drive.
  • Compensate MSLs based on experience level and indication complexity.
  • Develop training sessions that mimic KOL interactions to better prepare MSLs for real-world scenarios in the field.

Chapter Data

42 charts detailing MSL budgets, training and salaries. Throughout the chapter, data are broken down by company size (top 10, top 25, top 50, and small) and by specific countries within surveyed regions (US, EU, Asia and Latin America).

MSL Training and Salaries

  • Educational/professional degrees attained by MSLs, by region
  • Frequency of ongoing training, by region and company size
  • Average MSL salary, by years of experience, company size and region for 2012 and 2014

MSL Outsourcing and Budgets

  • Percentage of companies outsourcing MSLs
  • Percentage of companies planning to outsource MSLs
  • Average ranking of factors that determine MSL budget levels
  • MSL budget allocation (2012 and 2014) for specific items
  • MSL team budgets for teams across all company sizes and in these specific countries:
    • US
    • United Kingdom
    • France
    • Spain
    • Italy
    • Germany
    • China
    • Japan
    • India
    • South Korea
    • Argentina
    • Brazil
    • Mexico

CHAPTER 4: WORK CLOSELY WITH CLINICAL DEVELOPMENT TO EXPAND MSLS' PRE-MARKET ROLE

Chapter Benefits

  • Encourage and develop creative approaches for MSLs' clinical trial support efforts.
  • Prioritize MSLs' workload to spend the majority of time on core KOL engagement activities when supporting investigational products.
  • Establish or strengthen communication channels to ensure that insights gained in the field are shared internally.

Chapter Data

36 charts detailing MSL activities supporting investigational compounds. Cutting Edge Information segmented 16 MSL activities into four categories - core, secondary, occasional and rare - based on how surveyed companies perceive and rate them. Throughout the chapter, data are also broken down by company size (top 10, top 25, top 50 and small) and by team region (US, EU, Asia and Latin America).

  • Number of pre-market activities for MSL teams, by region
  • Prioritized ranking of (core, secondary, occasional and rare) pre-market MSL activities

The following charts are included in detailing each of the four activity categories:

  • Pre-market (core, secondary, occasional and rare) activities for MSL teams, by region
  • Percentage of time spent on (core, secondary, occasional and rare) MSL activities

CHAPTER 5: SUPPORT MARKETED PRODUCTS THROUGH CORE KOL ENGAGEMENT ACTIVITIES

Chapter Benefits

  • Establish processes allowing MSLs to train and support field sales reps in ways that are both compliant and productive.
  • Prioritize MSLs' time so that the majority of their efforts focus on bringing KOLs new scientific research.
  • Collect competitive intelligence and insights about physician prescribing behavior to deepen product knowledge and uncover opportunities.

Chapter Data

37 charts detailing MSL activities supporting products post-launch. Cutting Edge Information segmented 18 MSL activities into four categories - core, secondary, occasional and rare - based on how surveyed companies perceive and rate them. Throughout the chapter, data are also broken down by company size (top 10, top 25, top 50 and small) and by team region (US, EU, Asia and Latin America).

  • Number of post-launch activities for MSL teams, by region
  • Prioritized ranking of core (secondary, occasional and rare) post-launch MSL activities

The following charts are included in detailing each of the four activity categories:

  • Post-launch (core, secondary, occasional and rare) activities for MSL teams, by region
  • Percentage of time spent on (core, secondary, occasional and rare) post-launch MSL activities
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