MSL-KOL Engagement: Measuring Success - PowerPoint PPT Presentation

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MSL-KOL Engagement: Measuring Success

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It’s difficult to quantify. Its role constantly changes. And despite all efforts to gain transparency, the field of medical science liaison (MSL) remains an elusive—seemingly immeasurable—yet undeniable value-added role in the pharmaceutical industry. – PowerPoint PPT presentation

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Title: MSL-KOL Engagement: Measuring Success


1
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2
MSL-KOL Engagement Measuring Success
  • Its difficult to quantify. Its role
    constantly changes. And despite all efforts to
    gain transparency, the field of medical science
    liaison (MSL) remains an elusiveseemingly
    immeasurableyet undeniable value-added role in
    the pharmaceutical industry.In this latest
    report, FirstWord Dossier tackles the intangible
    nature of MSL work to describe not only the
    obstacles to identifying appropriate,
    attributable and transparent metrics, but how to
    develop them so that they align with corporate
    objectives.Report OverviewWhile contributing
    significantly to company success, quantifying
    what MSLs do has always proven elusive. In MSL
    Metrics Measuring Success, FirstWord unravels
    the subtle impact of the MSL field force. The
    report reviews the main quantitative and
    qualitative metrics used to measure achievement,
    offers insight into how MSLs specialiseand the
    drawbacks that may representand examines the
    structure of successful MSL programmes. Concisely
    written, the report offers the industry
    clear-sighted, practical strategies for creating
    a solid approach to measuring MSL success.Key
    Report FeaturesDiscussion of the evolution of
    the MSL role and their relationships with
    researchers, payers and governmentFeedback from
    KOLs on what they want from MSLsDiscussion of
    generic versus targeted metricsData on the main
    quantitative and qualitative metrics used by
    industryThe pros and cons of MSL field force
    specialisationHow to align MSL metrics with
    corporate and medical affairs objectives

3
  • Who Would Benefit From This Report?Medical and
    scientific affairs managersGlobal medical
    affairs managersSales and marketing
    managersProfessional and medical science liaison
    officersKey account and territory
    managersCommunications and technology support
    teamsHealth outcomes managersExpert
    ViewsJane Chin, founder of the MSL Institute
    and managing partner of 9PillarsEric Kassel,
    senior scientific medical director,
    AllerganAndrew Lam, senior MSL, Shire Human
    Genetic TherapiesDoral Fredericks, head of
    medical affairs, ISTA PharmaceuticalsAshok
    Bhaseen, head of sales and marketing,
    PediaPharmDr Robin Winter-Sperry, president and
    CEO, Scientific AdvantageCameron Tew, director,
    Best Practices LLCDrew Macgregor, medical
    operations manager, Bristol-Myers Squibb
    EuropeVice-president of Medical and Scientific
    Affairs, Company AKey QuotesA company will
    never say, because of the MSL, the sales team
    have gotten this much market share because the
    FDA doesnt look kindly on that. But that doesnt
    mean it doesnt happen. There are companies that
    will use MSLs very heavily to support the sales
    force. Jane Chin, founder, MSL Institute and
    managing partner of 9PillarsNobody really
    knows of a good way to do MSL metrics. We dont
    want to use the same metrics as the sales
    organisation, but how do we measure MSL success
    without being able to have defined outcomes? 
    Doral Fredericks, vice-president, Medical
    Affairs, at specialty company, ISTA
    Pharmaceuticals

4
Nobody in MSL land leadership likes to
hear it, but you have to customise the data for
what your stakeholders want. Whos asking for the
value? What do they think the value is? What are
they looking for to see value? Then you have to
fill that with numbers and thats how you report
it on a quarterly or whatever basis.  Eric
Kassel, vice-president of global medical affairs,
UCBKey BenefitsExpert insight from key players
in medical affairs on the most appropriate and
effective metricsPractical tips for measuring
quantitative and qualitative resultsAccess to
the MSL perspective, case studies and building
effective MSL programmes
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  • MSL programmesCase study Showing internal
    valueBuilding blocksWhat data needs to be
    captured?Development plansFrequency of
    visitsVersatilityCapacity planningReactive
    workChanging company needsThe scorecardThe
    MSL perspectiveCareer progressionScientific
    voice of a companyAcknowledgements
  • Executive summaryMSLs are not sales repsEyes
    and ears of the companyA diversifying
    roleIncreased competition to engage with
    KOLsInadequate metrificationMeasuring MSL
    successCounting numbersQuantitative
    metricsQualitative metricsThe language of
    numbersSatisfying internal stakeholdersConstant
    adjustmentsMaking sense of the numbersHow MSLs
    are deployedAreas of specialisationMSLs in
    clinical researchEngaging payersGovernment
    affairsSpecialisation versus flexibilityIs
    therapeutic specialisation necessary?Segmenting
    KOLsWeeding out the good from the badTailoring
    the metrics

6
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7
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