Best Practices, LLC Research,Medical Science Liaisons: Gaining Access & Forging Relationships with Key Opinion Leaders,Strategic Benchmarking Research Presented by Cameron Tew 2009,Abbott Labs Allergan, Inc. Anesiva Astrazeneca Axcan Pharma Inc. Boehringer Ingelheim Bristol-Myers Squibb Cardiac Science Corp CSL Behring Eli Lilly and Company Focus Technologies Genentech Innovex Janssen cilag Medtronic Bertek Novartis Novo Nordisk Organon. Schering Plough Shire TTY Biopharm UCB Vertex,The Benchmark Class,Best Practices, LLC distilled observations and insights from interviews and benchmark performance data from a total of 29 leaders within the pharmaceutical and biotechnology sector.,Role of MSLs in Managing KOLs,A “disciplined mandate” should guide structured interactions Often critical in recruiting KOLs and developing relationships Lack of standards in what MSLs do can frustrate KOLs Ideally serve to bridge between “scientific platform around which the brand is being defined” and commercial interests “MSLs often have greater influence at the regional level.” Facilitate clinical studies in the geographies they cover Use as a clinical trial liaison can support KOL activities Excellent conduit for cutting-edge scientific matters MSLs need to “own” the relationship with the KOL MSLs can ensure that the companys many touch points with a KOL (Scientific/Medical Affairs, Sales, Marketing) are cohesive and consistent “MSLs are often firefighters” who manage communication issues when a KOL is receiving mixed messages or signals from various functions,Although various and too often “undisciplined,” MSLs regularly have a critical role in recruiting, building relationships, and working with KOLs. The variety in both MSL skill levels and KOL roles can make these working relationships challenging.,Insight #1: Monitoring Markets & Competition,Medical Science Liaisons (MSLs) forge thought leader relationships that provide critical windows into the market and the competition. Moreover, they gain superior access to key influencers.,Key Findings,Companies must utilize their Medical Science Liaisons throughout the lifecycle of a drug as they provide direct insight into how physicians and thought leaders perceive and use the product. Product lifecycle, thought leader coverage and franchise objectives are the primary key drivers that influence how many MSLs a company deploys. The effectiveness of those three factors ranges from 74 to 81 percent, according to benchmark partners. Companies must define the role of their MSLs, who see themselves often as aids to those working with patients. Seek a balance between the scientific and commercial needs of the company.,Manage Thought Leaders To Optimize Product Impact,Thought leaders are sources of great insight and value through the entire lifecycle of pharmaceutical products.,Reduce clinical trial cost & maintain market-focused development,Market awareness & enthusiasm enable faster sales penetration,Physician education builds faster & more effective usage,Influence managed care through education, advocacy, & health outcomes,Feedback about and support for additional indications & guidelines shaping,Using Thought Leaders Across All Value Fronts,Compound Develop-ment,Launch,Correct Diagnosis (Individual & Group),Formulary Approval,Lifecycle Manage-ment,Enable More Informed Decisions and More Effective Execution,Thought Leader Insights and Opinions,Communication to Brand Teams,Impact on Brand Strategy and Tactics,Ensure brands understand thought-leader attitudes, beliefs, interest and input Communicate unsolicited thought-leader feedback on key messages and concepts to the brands Proactively seek thought-leader opinion on current market conditions, competitors, messages, and tactics,MSLs help brands understand key market dynamics and perceptions,Medical Science Liaisons (MSLs) uncover key insights and behaviors from their thought leader relationships that provide critical input for commercial decisions.,Drivers for Field-Force Size,Product lifecycle, thought leader coverage and franchise objectives are the primary key drivers of the number of MSLs a company deploys into the field.,Not Important,Assess the effectiveness of the following factors by which you determine how many liaisons to put into the field.,N=28,Do Not Use,Important,Very Important,4%,7%,19%,19%,22%,33%,41%,48%,50%,39%,37%,37%,19%,37%,37%,33%,7%,18%,7%,11%,15%,4%,4%,4%,39%,36%,37%,33%,44%,26%,19%,15%,Target ratio of specialists to potential $ value of drug,Target ratio of specialists,to existing corporate revenue,Target ratio to align with regional or divisional,distribution of sales force,Target ratio of specialists to existing product or,therapeutic franchise revenue,Target ratio of specialists to sales representatives,Corporate commitment to an over-arching franchise,Target ratio of specialists to,number of thought leaders,Product Lifecycle Plan,Thought Leader Segment De