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市場調查報告書

醫療設備廠商的醫藥學術專員 (MSL) 隊伍

Medical Science Liaison Teams For Device Manufacturers

出版商 Cutting Edge Information 商品編碼 361711
出版日期 內容資訊 英文 86 pages
商品交期: 最快1-2個工作天內
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醫療設備廠商的醫藥學術專員 (MSL) 隊伍 Medical Science Liaison Teams For Device Manufacturers
出版日期: 2016年06月30日 內容資訊: 英文 86 pages
簡介

本報告提供醫療設備企業的醫藥學術專員隊結構,資源及活動調查。

第1章 為了促進內部、外部教育的MSL計劃結構化、資源配置

第2章 整個產品生命週期的醫療倡議的管理

第3章 MSL效能的檢測、確證

第4章 MSL隊簡介:促進醫療倡議的資源和人力資源的中間人

第5章 為了提供保險者臨床資料的健康結果聯絡的實行

目錄
Product Code: PH232

EXECUTIVE SUMMARY

In the past decade, the medical science liaison (MSL) role has expanded from a commercial support function to a key player within the medical affairs department. The traditional MSL position was formed with a singular goal: to communicate scientific information to physicians on a peer-to-peer level. These field forces are available to answer increasingly technical or off-label questions that sales teams cannot address. Today, MSL teams are completely separate from commercial field forces. Teams are housed under medical affairs to better facilitate their scientific and strategic roles.

Medical science liaisons' internal value has grown as thought leaders have become more integral to life science companies' educational and promotional strategies. MSLs remain the go-to contact for key opinion leaders (KOLs) and are essential players in thought leader development. However, MSL teams have taken on many other responsibilities throughout life science companies. These highly educated personnel are able to educate not only KOLs, but also internal players within the medical and sales teams. In their interactions with physicians, these liaisons are also able to gather market research and competitive intelligence - both of which can provide essential guidance during product launch. MSLs' close contact with KOLs also positions them to facilitate investigator-initiated study opportunities.

To best support these newly expanded roles, medical device companies must staff MSL teams with highly educated personnel. These MSLs must be experienced medical professionals - often possessing both a terminal degree (PhD, PharmD, MD) and an extensive healthcare industry background. This combination of education and experience positions medical device MSLs to work with specialty opinion leaders on a peer-to-peer level. To retain these personnel, device organizations must compensate these individuals for their expertise. Device companies allocate a significant portion of their program budget to MSL salaries; MSLs often earn a base $100,000 or more annually.

As MSL teams expand their strategic responsibility, they must also be able to justify the team and financial resources needed to drive their efforts. Device MSL teams must be able to demonstrate their exemplary performance and internal value. Teams must be able to showcase their many value-adding activities, as well as highlight their external utility through KOL feedback surveys.

With the success of the MSL role, other functions have begun to incorporate similar specialized field forces. Facing an increasingly competitive reimbursement landscape, life science companies are looking to health outcomes liaisons (HOLs) to work with payers. These HOL teams leverage their industry experience and strong economics background to win spots on payers' formularies.

Table of Contents

Executive Summary

  • Study Methodology
  • Study Definitions

Structuring and Resourcing MSL Programs to Drive Internal and External Education

  • Optimizing MSLs' Internal and External Impact Through Team Structure
  • Drive Efficient MSL Programs with Adequate Staffing Resources
  • Dedicating Sufficient Funds to Support a Broad Range of MSL Activities

Managing Medical Initiatives Throughout the Product Lifecycle

  • Leverage MSLs' Expertise to Aid Companywide Initiatives
  • Vary Medical Science Liaison Team Efforts to Best-Fit a Product's Current Development Phase
  • Considering Company Needs to Select Key Opinion Leaders

Measuring and Documenting MSL Team Performance

  • Combining Multiple Performance Metrics to Showcase MSL Team Success
  • Implementing Centralized IT Systems to Track Valuable Data

MSL Team Profile: Bridging Resources and Talent to Drive Medical initiatives

Implement Health Outcomes Liaisons to Deliver Clinical Data to Payers

  • Position Health Outcomes Liaisons Under Medical Affairs to Emphasize Clinical Knowledge
  • Vary Target Interaction to Support Product Needs Based on Brand Lifecycle and Payer Tier
  • HOL Team Profile: Employing Health Outcomes Experts to Deliver Value to Reimbursement Initiatives

Executive Summary

Structuring and Resourcing MSL Programs to Drive Internal and External Education

Optimizing MSLs' Internal and External Impact Through Team Structure

  • Figure 1.1: Percentage of Companies with a Dedicated MSL Team
  • Figure 1.2: Age of Dedicated MSL Teams
  • Figure 1.3: Function Overseeing MSL Programs
  • Figure 1.4: Executive Overseeing MSL Programs
  • Figure 1.5: Therapeutic Areas that MSL Teams Support
  • Figure 1.6: Percentage of Companies Outsourcing MSL Operations
  • Figure 1.7: Number of MSL Teams Supported

Drive Efficient MSL Programs with Adequate Staffing Resources

  • Figure 1.8: Number of US-Based MSLs
  • Figure 1.9: Number of MSLs per Supported Therapeutic Area, by Company
  • Figure 1.10: Criteria Used to Determine MSL Staffing Levels
  • Figure 1.11: Factors Leading to a Decrease of MSLs or MSL Teams
  • Figure 1.12: Education Level of MSLs Working with Specialist Opinion Leaders
  • Figure 1.13: Education Level of MSLs Working with Primary Care Physicians
  • Figure 1.14: Years of Experience for MSLs Working with Specialist Opinion Leaders and Primary Care Physicians
  • Figure 1.15: Average MSL Compensation, by Company
  • Figure 1.16: Frequency of Ongoing MSL Training
  • Figure 1.17: Perceived Relationship Between MSL Training and KOL Relationships

Dedicating Sufficient Funds to Support a Broad Range of MSL Activities

  • Figure 1.18: Factors Used to Establish Annual MSL Program Budget
  • Figure 1.19: Estimated Annual US Budgets
  • Figure 1.20: Average Percentage of MSL Budget Contributed By Specific Functions
  • Figure 1.21: Average MSL Budget Allocation

Executive Summary

Structuring and Resourcing MSL Programs to Drive Internal and External Education

Optimizing MSLs' Internal and External Impact Through Team Structure

  • Figure 1.1: Percentage of Companies with a Dedicated MSL Team
  • Figure 1.2: Age of Dedicated MSL Teams
  • Figure 1.3: Function Overseeing MSL Programs
  • Figure 1.4: Executive Overseeing MSL Programs
  • Figure 1.5: Therapeutic Areas that MSL Teams Support
  • Figure 1.6: Percentage of Companies Outsourcing MSL Operations
  • Figure 1.7: Number of MSL Teams Supported

Drive Efficient MSL Programs with Adequate Staffing Resources

  • Figure 1.8: Number of US-Based MSLs
  • Figure 1.9: Number of MSLs per Supported Therapeutic Area, by Company
  • Figure 1.10: Criteria Used to Determine MSL Staffing Levels
  • Figure 1.11: Factors Leading to a Decrease of MSLs or MSL Teams
  • Figure 1.12: Education Level of MSLs Working with Specialist Opinion Leaders
  • Figure 1.13: Education Level of MSLs Working with Primary Care Physicians
  • Figure 1.14: Years of Experience for MSLs Working with Specialist Opinion Leaders and Primary Care Physicians
  • Figure 1.15: Average MSL Compensation, by Company
  • Figure 1.16: Frequency of Ongoing MSL Training
  • Figure 1.17: Perceived Relationship Between MSL Training and KOL Relationships

Dedicating Sufficient Funds to Support a Broad Range of MSL Activities

  • Figure 1.18: Factors Used to Establish Annual MSL Program Budget
  • Figure 1.19: Estimated Annual US Budgets
  • Figure 1.20: Average Percentage of MSL Budget Contributed By Specific Functions
  • Figure 1.21: Average MSL Budget Allocation

Managing Medical Initiatives Throughout the Product Lifecycle

Vary Medical Science Liaison Team Efforts to Best-Fit a Product's Current Development Phase

  • Figure 2.1: Earliest Development Phase That MSL Teams Work with Products
  • Figure 2.2: Allocation of Time Across MSL Initiative Categories: Pre-Launch
  • Figure 2.3: Average Allocation of MSLs' Time Across Specific Activities: Pre-Launch
  • Figure 2.4: Latest Development Phase During MSL Teams Work with Products
  • Figure 2.5: Allocation of Time Across MSL Initiative Categories: Post-Launch
  • Figure 2.6: Average Allocation of MSLs' Time Across Specific Activities: Post-Launch
  • Figure 2.7: Percentage of MSL Teams Facilitating IITs Pre- and Post-Launch
  • Figure 2.8: Percentage of Approved IITs that Enter the Company via the MSL Team, by Company
  • Figure 2.9: Number of KOLs per Supported Therapeutic Area, by Company

Considering Company Needs to Select Key Opinion Leaders

  • Figure 2.10: Factors Determining Top-Tier KOL Selection
  • Figure 2.11: Average Number of New KOL Relationships per MSL per Year
  • Figure 2.12: Average Percentage of KOL Relationships Composed of Specific Professional Backgrounds
  • Figure 2.13: KOLs' Spheres of Influence, by Company
  • Figure 2.14: Percentage of Companies Working with KOLs on Reimbursement Panels
  • Figure 2.15: Average Number of KOL Interactions via Specific Channels per Quarter, by Company
  • Figure 2.16: Average Duration of Face-to-Face Thought Leader Visits, by Company

Measuring and Documenting MSL Team Performance

  • Figure 3.1: Number of Performance Metrics Measured, by Company

Combining Multiple Performance Metrics to Showcase MSL Team Success

  • Figure 3.2: Percentage of Companies Measuring Specific Internal Performance Metrics
  • Figure 3.3: Percentage of Companies Measuring Specific External MSL Performance Metrics
  • Figure 3.4: Percentage of Companies Using a Centralized Information System to Track and Manage MSL Activities

MSL Team Profile: Bridging Resources and Talent to Drive Medical Initiatives

  • Figure 4.1: Company 3 MSL Team Structure and Budgets
  • Figure 4.2: Company 3 MSL Staffing, Compensation and Performance Measurement
  • Figure 4.3: Company 3 Product Support and Time Allocation

Implement Health Outcomes Liaisons to Deliver Clinical Data to Payers

HOL Team Profile: Employing Health Outcomes Experts to Deliver Value to Reimbursement Initiatives

  • Figure 5.1: Company 10 HOL Team Structure and Budgets
  • Figure 5.2: Company 10 Staffing and Compensation
  • Figure 5.3: Company 10 Product Support
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