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ヘルスアウトカムリエゾン(HOL)・マネージドケアリエゾンチームの進歩:保険者へ健康経済学と臨床データを提供する

Advanced Health Outcomes Liaison and Managed Care Liaison Teams: Delivering Health Economics and Clinical Data to Payers

発行 Cutting Edge Information 商品コード 219123
出版日 ページ情報 英文 120 Pages
納期: 即日から翌営業日
価格
本日の銀行送金レート: 1USD=115.27円で換算しております。
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ヘルスアウトカムリエゾン(HOL)・マネージドケアリエゾンチームの進歩:保険者へ健康経済学と臨床データを提供する Advanced Health Outcomes Liaison and Managed Care Liaison Teams: Delivering Health Economics and Clinical Data to Payers
出版日: 2013年07月31日 ページ情報: 英文 120 Pages
概要

保険者(医療費支払者)の需要が高まっているため、保険者リエゾングループは米国および単一支払者市場の双方において、医療費償還の重要な構成要素となっています。彼らがヘルスアウトカムリエゾン(HOL)、マネージドケアリエゾン(MCL)もしくは他の名前で呼ばれているにせよ、これらのチームは製品価値を伝え医薬品で利益を生むために、経済学および臨床化学の専門知識を活用します。

当レポートでは、既存の保険者リエゾンチームのマネジメントおよび新しいチームの開発におけるベンチマークとベストプラクティスを提供しており、概略下記の構成でお届けいたします。

エグゼクティブサマリー

  • 調査方法
  • 定義

HOLチームの調整および資源配分の特定

  • HOLチームの構造
  • HOLチームの人材配置
  • HOLチームの予算

ブランドのサポート、支払者の相互関係およびその他の外交販売員との連携

  • HOLブランドのサポート
  • 支払者の相互関係
  • その他の外交販売員との協力

的を絞った雇用・トレーニングによるHOLチームの構築

  • HOLの雇用・トレーニング
  • 保険者の需要に見合う新しいHOLチームの開始

図表

このページに掲載されている内容は最新版と異なる場合があります。詳細はお問い合わせください。

目次
Product Code: PH188

As payer demands mount, payer liaison groups have become a critical component of the reimbursement puzzle in both the US and single-payer markets. Whether they are called health outcomes liaisons (HOLs), managed care liaisons (MCLs) or something else, these teams leverage expertise in economics and clinical science to communicate product value and earn formulary spots for their drugs.

This report contains benchmarks and best practices for the management of existing payer liaison teams and the development of new ones (all collectively referred to as HOL teams).

Metrics explore team resources and infrastructure as well as HOL activity levels and payer interactions. Because group effectiveness relies so heavily on personnel, findings also break down compensation as well as ideal HOL education and experience.

Right-size and position your HOL team to maximize impact Examine real-company structures and see why many leading companies place HOLs under medical affairs. Compare team sizes and ratios (commercial account rep-to-HOL and field manager-to-HOL) to determine ideal staffing numbers and budget allocation.

Assemble an HOL team with superior skills and diverse experience Find the right mix of educational and healthcare experience and competitive compensation to attract and retain high-caliber liaisons at different experience levels. Equip these new hires - and support ongoing personnel development - with well-designed training programs.

Strengthen payer relationships and build a convincing product dossier Examine benchmarks and rankings to see how often - and with which tools - teams should communicate with payers. Explore timelines to determine the right time for HOL brand support and ensure the best use of resources. Discover how top companies align messages across teams and coordinate HOLs with other field forces to deliver a strong product story.

KEY METRICS

Chapter 1: Pinpointing HOL Team Alignment and Resource Allocation

Chapter Benefits

Position HOLs under medical affairs to optimize their role and responsibilities as both health economics and medical/scientific reps. Implement field-based team management to increase HOLs' efficiency. Create smaller teams to build one-to-one relationships during quarterly payer visits. Use ratios of commercial account reps per HOL to right-size teams. Match budgets to staffing levels to cover HOL salaries, travel, and overhead.

Chapter Data

30 charts exploring infrastructure data for HOL teams in the US, Canada and the UK, including budget and staffing figures.

  • Diagrams of real-company structures
  • HOL team placement within organizations
  • Position to which HOL leadership reports
  • HOL team alignment by geographic area, therapeutic area, or account
  • Number of HOLs (Top 10, Top 20, small companies)
  • HOL team annual budget and budget allocation
  • Average cost per HOL (Top 10, Top 20, small companies)
  • Age of HOL teams (Top 10, Top 20, small companies)

Chapter 2: HOL Field Activities: Brand Support, Payer Interactions and Coordination With Other Field Forces

Chapter Benefits

  • Learn the ideal time for HOLs to start and stop supporting a drug to maximize its product value.
  • Transition HOLs from a reactive group which responds to requests to a proactive team that anticipates payer requirements.
  • Target pharmacy directors involved in formulary decision-making.
  • Explore which tools and data deliver the highest impact during payer visits.
  • Investigate payers' preferred frequency and methods of communication to make the most of reimbursement conversations.
  • Coordinate efforts between MSLs and HOLs to deliver a complete product picture to payers.
  • Understand why HOLs may respond to unsolicited questions about off-label uses and pipeline products.

Chapter Data

26 charts detailing HOL brand support timelines, frequency of payer visits, payers' preferred means of communication and interaction between HOLs and MSLs.

Brand Support

  • Stages at which HOL teams begin and end support for drugs (US, Canada/UK)
  • Overall HOL brand support, by lifecycle stage (US, Canada/UK)

HOL Time Allocation, Payer Visit Duration, and Payer Communication Tools

  • Percentage breakdown of HOL time spent on specific activities (US, Canada/ UK)
  • HOL-payer interactions per quarter for top-level, mid-level and low-level payers, by company (US)
  • Face-to-face visits by HOL per quarter, by company (US)
  • Telephone interactions per quarter, by company (US)
  • Email exchanges per quarter, by company (US)
  • Number of HOLs assigned to a payer, by company (US, Canada/UK)
  • Length of a face-to-face payer visit, by company (US, Canada/UK)
  • Effectiveness ratings of tools used in payer conversations (US, Canada/UK)

HOL-MSL Interaction

  • Prominence of teams in which HOLs and MSLs call on same clients
  • Ways in which HOL and MSL interact in US

Chapter 3: Building HOL Teams Through Targeted Hiring and Training

Chapter Benefits

  • Build a top-notch HOL team:
    • See who fills HOL roles at companies without HOLs - and why a dedicated team is more effective
    • Gain insights and strategic recommendations from leading companies that are planning to implement HOL teams.
  • Attract and retain high-caliber HOLs:
    • Identify the right mix of educational and experience qualifications
    • Compensate competitively using benchmarking data at different levels of experience
    • Dedicate sufficient training hours to both new hires and existing employees

Chapter Data

24 charts detailing HOL team creation, candidate qualifications, compensation and training.

HOL Team Creation

  • Percentage of companies with an HOL team
  • Positions that currently fill the HOL role at companies without an HOL team
  • Size of companies with a dedicated HOL team (Top 10, Top 20, small)
  • Percentage of companies planning to create an HOL team
  • Timeframe for implementing HOL team

HOL Qualifications, Compensation and Training

  • Ideal education level for HOL new hires (US, Canada/UK)
  • Preferred number of years of experience for HOL new hires (US, Canada/UK)
  • Ideal job experience of HOL new hires (US: Top 10 and Top 20 companies, Canada/UK)
  • Average HOL compensation, by years of experience (US, Canada/UK)
  • Hours of training provided to newly hired HOLs (US, Canada/UK)
  • Frequency of HOL training (US, Canada/UK)
  • Average number of hours of ongoing training provided to HOLs annually, by company (US, Canada/UK)

Table of Contents

Executive Summary

  • Study Methodology
  • Study Definitions

Pinpointing HOL Team Alignment and Resource Allocation

  • HOL Team Structures
  • HOL Team Staffing
  • HOL Team Budgets

HOL Brand Support, Payer Interactions and Coordination with Other Field Forces

  • HOL Brand Support
  • Payer Interactions
  • Working with Other Field Forces

Building an HOL Team Through Targeted Hiring and Training

  • HOL Hiring and Training
  • Launching New HOL Teams to Meet Payer Demands

CHARTS AND GRAPHICS

Executive Summary

  • Figure E.1: HOL Team Placement Within Organizations (US)
  • Figure E.2: Companies' Ideal Education Levels for HOL Hires (US)
  • Figure E.3: Ideal Job Experience of HOL New Hires (US)
  • Figure E.4: Average Effectiveness Ratings of Tools Used in Payer Conversations (US): Small-Molecule Drugs
  • Figure E.5: Average Effectiveness Ratings of Tools Used in Payer Conversations (Canada and UK)
  • Figure E.6: Percentage of HOL Teams Supporting Products at Different Lifecycle Stages (US)
  • Figure E.7: Number of HOLs (US)
  • Figure E.8: Average Number of Face-to-Face Visits by an HOL per Quarter (US)
  • Figure 1.1: Age of HOL Teams (US): All Companies

Pinpointing HOL Team Alignment and Resource Allocation

  • Figure 1.2: Age of HOL Teams (US): Top 10 Companies
  • Figure 1.3: Age of HOL Teams (US): Top 20 Companies
  • Figure 1.4: Age of HOL Teams (US): Small Companies
  • Figure 1.5: Age of HOL Teams (Canada and UK)
  • Figure 1.6: HOL Team Placement Within Organizations (US)

HOL Team Structures

  • Figure 1.7: HOL Team Placement Within Organizations (Canada and UK)
  • Table 1.1: Positions to Which Surveyed Companies' HOLs Report Directly
  • Table 1.2: Position to Which Leader of HOL Team Reports
  • Figure 1.8: HOL Team Alignment (US)
  • Figure 1.9: HOL Team Alignment (Canada and UK)
  • Figure 1.10: Team Structure: Company F
  • Figure 1.11: Team Structure: Company A
  • Figure 1.12: Team Structure: Company C
  • Figure 1.13: Team Structure: Company H
  • Figure 1.14: Number of HOLs (US): All Companies

HOL Team Staffing

  • Figure 1.15: Number of HOLs (US): Top 10 Companies
  • Figure 1.16: Number of HOLs (US): Top 20 Companies
  • Figure 1.17: Number of HOLs (US): Small Companies
  • Figure 1.18: Average Number of HOLs, by Company Size (US): 2011 and 2013
  • Figure 1.19: Number of HOLs (Canada and UK)

HOL Team Budgets

  • Figure 1.20: HOL Team Annual Budget (US)
  • Figure 1.21: HOL Budget Allocation, by Company (US)
  • Figure 1.22: Real-Dollar HOL Budget Allocations, by Activity (US)
  • Figure 1.23: Average HOL Budget Allocation (US)
  • Figure 1.24: Average HOL Budget Allocation (US): Removing Companies 9, 10, 20
  • Figure 1.25: Average HOL Budget Allocation (US): Companies 9, 10, 20 Only
  • Figure 1.26: Average Cost per HOL, by Company (US)
  • Figure 1.27: HOL Team Annual Budget (Canada and UK)
  • Figure 1.28: HOL Budget Allocation, by Company (Canada and UK)
  • Figure 1.29: Real-Dollar HOL Budget Allocation, by Company (Canada and UK)

HOL Brand Support, Payer Interactions and Coordination with Other Field Forces

HOL Brand Support

  • Figure 2.1: Stage at Which HOL Teams Begin Supporting a Product (US)
  • Figure 2.2: Stage at Which HOL Teams Stop Supporting a Drug (US)
  • Figure 2.3: Percentage of HOL Teams Supporting Products at Different Lifecycle Stages (US)
  • Figure 2.4: Stage at Which HOL Teams Begin Supporting a Product (Canada and UK)
  • Figure 2.5: Stage at Which HOL Teams Stop Supporting a Product (Canada and UK)
  • Figure 2.6: Overall HOL Brand Support, by Lifecycle Stage (US)
  • Figure 2.7: Overall HOL Brand Support, by Lifecycle Stage (Canada and UK)
  • Figure 2.8: Average Percentage of Time an HOL Spends on Specific Activities (US)
  • Figure 2.9: Average Percentage of Time an HOL Spends on Specific Activities (Canada and UK)

Payer Interactions

  • Figure 2.10: Number of Interactions with Top-Level Payers by an HOL per Quarter (US)
  • Figure 2.11: Number of Interactions with Mid-Level Payers by an HOL per Quarter (US)
  • Figure 2.12: Number of Interactions with Low-Level Payers by an HOL per Quarter (US)
  • Figure 2.13: Average Number of Interactions by an HOL per Quarter: UK Company 26
  • Figure 2.14: Average Number of Face-to-Face Visits by an HOL per Quarter (US)
  • Figure 2.15: Average Number of Telephone Interactions by an HOL per Quarter (US)
  • Figure 2.16: Average Number of Email Exchanges by an HOL per Quarter (US)
  • Figure 2.17: Average Number of Other Engagements by an HOL per Quarter (US)
  • Figure 2.18: Average Number of HOLs Assigned to a Payer (US)
  • Figure 2.19: Average Number of HOLs Assigned to a Payer (Canada and UK)
  • Figure 2.20: Average Length of a Face-to-Face Payer Visit (US)
  • Figure 2.21: Average Length of a Face-to-Face Payer Visit (Canada and UK)
  • Figure 2.22: Average Effectiveness Ratings of Tools Used in Payer Conversations (US): Small-Molecule Drugs
  • Figure 2.23: Average Effectiveness Ratings of Tools Used in Payer Conversations (US): Biologics
  • Figure 2.24: Average Effectiveness Ratings of Tools Used in Payer Conversations (Canada and UK)

Working with Other Field Forces

  • Figure 2.25: Do HOLs and MSLs Call on the Same Clients? (US)
  • Figure 2.26: Ways in Which HOLs and MSLs Interact (US)
  • Figure 3.1: Percentage of Companies with an HOL Team

Building an HOL Team Through Targeted Hiring and Training

  • Figure 3.2: Size of Companies with Dedicated HOL Teams
  • Figure 3.3: Percentage of Companies Planning to Create a New HOL Team
  • Figure 3.4: Time Frame in Which HOL Team Will Be Implemented
  • Figure 3.5: Companies' Ideal Education Levels for HOL Hires (US)

HOL Hiring and Training

  • Figure 3.6: Companies' Ideal Education Levels of HOL Hires (Canada and UK)
  • Figure 3.7: Companies' Ideal Education Levels of HOL Hires (US vs. Canada and UK)
  • Figure 3.8: Preferred Number of Years of Experience for HOL New Hires (US)
  • Figure 3.9: Ideal Job Experience of HOL New Hires (US): All Companies
  • Figure 3.10: Ideal Job Experience of HOL New Hires (US): Top 10 Companies
  • Figure 3.11: Ideal Job Experience of HOL New Hires (US): Top 20 Companies
  • Figure 3.12: Preferred Number of Years of Experience for HOL New Hires (Canada and UK)
  • Figure 3.13: Ideal Job Experience of HOL New Hires (Canada and UK)
  • Figure 3.14: Average HOL Compensation by Years of Experience (US)
  • Figure 3.15: Average HOL Compensation by Years of Experience (US): No Experience
  • Figure 3.16: Average HOL Compensation by Years of Experience (US): Two Years' Experience
  • Figure 3.17: Average HOL Compensation by Years of Experience (US): Five or More Years' Experience
  • Figure 3.18: Average HOL Compensation by Years of Experience (Canada and UK)
  • Figure 3.19: Hours of Training Provided to Newly Hired HOLs, by Training Type (US)
  • Figure 3.20: Hours of Training Provided to Newly Hired HOLs, by Training Type (Canada and UK)
  • Figure 3.21: Frequency of HOL Training (US)
  • Figure 3.22: Average Number of Hours of Ongoing Training Provided to HOLs Annually (US)
  • Figure 3.23: Frequency of HOL Training (Canada and UK)
  • Figure 3.24: Average Number of Hours of Ongoing Training Provided to HOLs Annually (Canada and UK)

Launching New HOL Teams to Meet Payer Demands

  • Table 3.1: Positions that Currently Fill HOL Role at Companies without an HOL Team
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