Optimizing the Size and Improving the Impact of Oncology Field-Based Medical Teams in Major Global Markets

Industries Profiled:
Biotech; Pharmaceutical; Manufacturing; Consumer Products; Diagnostic; Medical Device; Health Care; Chemical


Companies Profiled:
Amgen; Astellas; AstraZeneca; Bayer; Daiichi Sankyo; Eisai; EMD Serono; Genentech; GlaxoSmithKline ; Ipsen; Janssen; Merck; Merck KGaA; Roche; Shire

Study Snapshot

Best Practices, LLC engaged 20 medical affairs and field-based medical team leaders from 15 leading oncology biopharma companies through a benchmarking survey. Six deep-dive interviews were conducted with medical affairs leaders, whose insights were provided to enrich the data and add real-world context to the metrics and trends established.

To provide clear understanding of field medical trends across major markets, benchmark data is segmented by: Total Benchmark Class (N=20); Global Market Segment, excluding U.S. (N=11); North America Market Segment (N=9); and Europe (EU5) Market Segment (N=4).

Key topics covered in this report include:

• Optimization of oncology field-based medical team staffing levels

• Regional differences when building oncology field-based medical teams

• Number of thought leaders that are supported by MSLs

• How oncology field teams are staffed depending on stage of product lifecycle

• Budget allocations and revenue supported per MSL

• Duration and frequency of MSL and HOL interactions

• The degree of proactive vs. reactive interactions

• Time spent on internal and external activities

• Thought Leader Interaction Time & Frequency: Average oncology MSL interaction time with KOLs is 36 minutes (U.S. = 32 minutes, EU5 = 44 minutes). These interactions occur roughly every 12 weeks, regardless of thought leader tier or region.

• Tools: Automating insight generation is being embraced more readily in the U.S. than among global affiliates, though full automation appears challenging. Global teams are more likely to collect and analyze insights manually, rather than implementing an automated system to identify insights. Meanwhile, 60% of respondents in the U.S. find it effective to fully automate insights, with only 33% of global field teams currently following suit. The ability to input, generate and access insights through some degree of automation could potentially aid MSLs in those markets perform other tasks more efficiently.

I.	Executive Summary	pg. 3
	Study Objective, Background
	Methodology, Segmentation, Topics Covered
	Key Findings and Recommendations
II.	Optimal Oncology Field Team Staffing & Resources	pg. 12
	Portfolio Size
	Field-Based Medical Team Staffing Levels
	Thought Leaders Supported by MSL
	Key Accounts and Payers Supported by MSLs and HOLs
	MSL Staffing in Product Lifecycle
	MSL Professional Background
	Budget Allocated, Revenue Supported
III.	Thought Leader Engagement	pg. 36
	Total Annual Interactions by Thought Leader Type
	Duration of MSL and HOL Interactions
	Frequency of MSL and HOL Interactions
	Proactive vs. Reactive MSL Interactions
	Frequency of 2253 Filings
	Effective Communication Channels
IV.	Field Activities and Productivity Levels	pg. 53
	Time Spent on External and Internal Activities
	Leveraging Field-Based Insights Across the Organization

• Total number of in-line and pipeline oncology products supported by an MSL – Total benchmark class
• Total number of in-line and pipeline oncology products supported by an MSL – Global, North America and EU5 market segments
• Total number of staff allocated to different oncology field-based medical roles – Total benchmark class
• Total number of staff allocated to different oncology field-based medical roles – Global, North America and EU5 market segments
  MSL to HOL staffing ratio for oncology products
• Use of HOLs, HOL managers and MSL effectiveness leaders within benchmark organizations
• Average number of thought leaders supported by each MSL; Mix of thought leaders supported by each MSL – Total benchmark class
• Average number of thought leaders supported by each MSL – Global, North America and EU5 market segments
• Voices from the field: “Key Communication Maps” allows MSLs to make the most of interactions
• Proportion of KOLs and HCPs supported per MSL
• Voices from the field: Top-level driver of MSL value to the organization
• Mix of thought leader tiers supported by each MSL
• Average number of large key accounts (hospitals, care networks or academic institutions) and payers supported by each MSL – Total benchmark class
• Average number of large key accounts (hospitals, care networks or academic institutions) and payers supported by MSLs and HOLs – Global, North America and EU5 market segments
• Percentage of the peak MSL team size assigned to support an oncology product at each phase of the typical product lifecycle – Total benchmark class
• Percentage of the peak MSL team size assigned to support an oncology product at each phase of the typical product lifecycle – Global and North America market segments
• Voices from the field: Role of U.S. MSLs in training fellow field liaisons and preparing global affiliates to help support new oncology treatments
• Effectiveness of onboarding MSLs at each phase of the product lifecycle
• Professional background of MSLs
• Effectiveness of listed types of prior MSL work experience in engaging thought leaders in high quality scientific discussions and building long-term relationships – Total benchmark class
• Voices from the field: Mix of MSL staff professional background enables flexible approaches to allied health professionals and other emergent treatment stakeholders
• Effectiveness of listed types of prior MSL work experience in engaging thought leaders in high quality scientific discussions and building long-term relationships – Global and North America market segments
• Average MSL experience and in-line revenue supported by each MSL

• Total yearly MSL interactions with thought leaders
• Total KOL and HCP interactions per year
• Annual number of interactions with global, national and regional thought leaders
• Voices from the field: Insights on net promoter score
• Duration and frequency of MSL /HOL interactions with thought leaders and payers – Total benchmark class
• Duration of MSL /HOL interactions with thought leaders and payers – Global, North America and EU5 market segments
• Average frequency of MSL interaction with global, national and regional thought leaders; and average frequency of HOL interactions with payers
• Percentage of proactive and reactive MSL interactions with thought leaders
• Frequency of listed proactive activities conducted by MSLs
• Frequency of listed reactive activities conducted by MSLs
• Proactive vs. reactive MSL interactions – Global market segment
• Proactive vs. reactive MSL interactions - North America market segment
• Frequency of 2253 filings in North America market segment
• Effective channels for communicating with thought leaders – Total benchmark class
• Effective channels for communicating with thought leaders – Global, North America and EU5 market segments
• Voices from the field: KOL engagement

• Actual time vs. goal time spent by MSLs on external-facing activities – Total benchmark class
• Actual time vs. goal time spent by MSLs on external-facing activities – Global and North America market segments
• Actual time vs. goal time spent by MSLs on internal-facing activities – Total benchmark class
• Voices from the field: Identifying “super users” within oncology field teams to help efficiently train other MSLs on use of new tools and approaches
• Actual time vs. goal time spent by MSLs on internal-facing activities – Global and North America market segments
• Most effective processes for leveraging oncology field-based insights across the organization
• Most effective tools for leveraging oncology field-based insights across the organization