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世界的な医薬関連企業におけるMSL(メディカルサイエンスリエゾン)の管理

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

発行 Cutting Edge Information 商品コード 250317
出版日 ページ情報 英文 247 Pages
納期: 即日から翌営業日
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世界的な医薬関連企業におけるMSL(メディカルサイエンスリエゾン)の管理 Capture and Communicate the Full Value of Medical Science Liaisons: Refining Global MSL Strategy with Compelling KPIs
出版日: 2015年01月01日 ページ情報: 英文 247 Pages
概要

MSL(メディカルサイエンスリエゾン)の日常活動は非常に多忙であり、MSLチーム全体で20〜100人ものKOL(インフルエンサー:医療分野に影響力のある主要なオピニオンリーダー)との関係性を維持し、治験中の製品(平均16種類)や上市後の製品(同18種類)のサポートもしなければなりません。にもかかわらず、MSLの業務の価値を計測して評価を下すのは難しく、専門外の経営者にとっては理解しづらいものがあります。そこで、10項目程度の重要業績評価指標(KPI)を定義して、MSLの業績を判断し、行動目標を設定することになります。主に、関係性を構築できたKOLの人数や、KOLとの接触件数(ミーティング、講演依頼、研究支援など)が主な評価指標となります。

当レポートでは、世界的な医薬関連企業におけるMSLチームの管理動向について調査分析し、ベンチマーキングやベストプラクティスの分析に役立てられるよう、主要企業のMSLチームのKPI(重要業績評価指標)を定義・計測するとともに、各社のMSLの構造・予算・人材配置・報酬や、治験中/上市後の製品のサポート体制などの調査結果をまとめてお届けいたします。

第1章 重要業績評価指標(KPI)を用いた、MSLの価値の強調

  • MSLチームの比率
    • 経営陣に価値を証明するのに際して直面している課題:地域別
    • 価値提示のための一般的指標の利用
    • 価値提示のための専門家(KOL)向け指標の利用
  • KPIの利用とその価値
    • MSLの価値証明のために使用されている、主なKPIの件数:地域別
    • MSLの価値証明のために使用されているKPIの総件数:地域別
    • MSLの価値証明にとって重要なKPI
      • KPIの利便性(重要性・有用性・独自性):チームの領域別
        • 現在関係性のあるKOLの人数
        • 新規に関係性を結んだKOLの人数
        • MSLが提供した科学講演会の件数
    • KPIの月間目標数値
    • MSLの月間目標数値:KOLとの折衝件数
    • MSLの価値証明のために有用なKPI
      • KPIの利便性(重要性・有用性・独自性):地域別
        • MSLを通じて提出されたIIT(医師主導治験)提案件数
        • 書籍刊行の支援件数
        • KOLによる科学的講演の件数
        • 調査を通じてフィードバックを提供するKOLの人数
        • 月額目標数値
    • MSLの価値証明としては有用性のやや劣るKPI
      • KOLによるプロモーション用スピーチの件数
      • KOL1人当たり支出額
    • MSLの価値証明としては有用性の低いKPI
    • MSL1人当たりの担当KOL人数:診療分野別
    • MSL1人当たりの担当KOL人数:企業別・診療分野別
      • 心臓病
      • 内分泌疾患/糖尿病
      • 血液病
      • 感染症/ウイルス
      • 神経症
      • 腫瘍
      • 精神疾患/メンタルヘルス
      • 呼吸器/肺疾患
    • KOL・MSL間の平均対話時間:会話の手段別(直接対面、電話、動画チャット)
    • KOL・MSL間の直接対話の平均時間:地域別、企業規模別
    • KOL・MSL間の電話直接対話の平均時間:地域別、企業規模別

第2章 世界的なMLSにとっての人材配置と構造構築

  • 組織構造と報告関係性
    • MSLチームの構造:全体的状況(地域・治療領域別、地域・製品別、製品別、地域別)
    • MSLチームの構造:企業規模別
    • MSL責任者の職階:企業規模別、地域別
    • MSLが報告を届ける組織:企業規模別
    • MSLの構造図:上位10〜25社の場合
    • 内部コミュニケーションの課題に直面しているMSLチームの数:地域別
    • 世界各地の主要国で活動しているMSLチームの数
      • 欧州
      • アジア太平洋地域
      • ラテンアメリカ
      • アフリカ
    • MSLの活動年数:活動領域別、企業規模別
  • チームの人材配置
    • MSLの平均人数:国別(専任人員数)
    • MSLの人材配置水準を決定する要素の平均ランキング:地域別
    • MSLチーム数および1チームあたり人員数:地域別
    • MSLの平均人数:企業規模別・地域別
    • MSL人材の変動率:地域別、過去3年間分
    • 各企業のMSL平均人数:診療領域別

第3章 MSLの戦略選択、競争力の強化、予算の分配

  • MSLの訓練と給与
    • MSLが取得している学歴・学位:地域別
    • 現在の訓練頻度:地域別、企業規模別
    • MSLの平均給与:経験年数別、企業規模別、地域別
  • MSLのアウトソーシングと予算
    • MSLのアウトソーシング(外注化)を実施した企業の比率
    • MSLのアウトソーシングを考慮している企業の比率
    • MSLの予算水準の決定要因:平均ランキング
    • 特定目的のためのMSLへの予算分配額
    • 主要国のMSLチームへの予算額:全企業規模
      • 米国
      • 英国
      • フランス
      • スペイン
      • イタリア
      • ドイツ
      • 中国
      • 日本
      • インド
      • 韓国
      • アルゼンチン
      • ブラジル
      • メキシコ

第4章 MSLの上市前の業務拡大に向けた、臨床開発との共同事業

  • 上市前活動の件数:企業規模別・地域別・分野別(中核・二次・臨時・レアケース)

第5章 KOLとの関与活動を通じた、上市済み製品のサポート

  • 上市後製品のためのMSLチームの活動件数:地域別
  • 上市後のMSL活動のランキング件数:中核・二次・臨時・レアケース

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: 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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