In the past, medical science liaisons (MSLs) served a traditional role as scientific support to sales. But market realities, including fewer drug approvals and increasing regulatory demands, have led companies to put a premium on building productive relationships with key opinion leaders and supporting company objectives through medical education.

Today, MSLs are evolving into a more independent, highly strategic function. Innovative companies rely heavily on MSLs’ scientific expertise to support educational, training, research and clinical initiatives. MSLs are emerging as solutions-driven knowledge workers and as peer-level conduits to leaders in the medical community. Through MSLs, thought leaders gain access to company decision-makers in areas such as clinical development, medical affairs, and marketing.

MSLs are in a pivotal position to influence corporate strategy. Forward-thinking organizations that recognize MSLs’ shift in responsibilities and leverage the function’s scientific expertise can adapt their strategies to measure MSL performance. They are ultimately better poised for success.

This study covers these key aspects of MSL programs:

• Structure, Budgets and Staffing: This section details companies’ structuring and alignment strategies, investment levels, and headcounts.

• MSL Qualifications and Performance Measurement: This section explores the increasing educational and clinical experience required for MSL candidates. It includes compensation data. It also examines ways in which companies gauge MSL effectiveness and contributions to company goals.

• Field Force Strategies and Communication: This section outlines MSL activities and responsibilities. It also examines the connections between sales forces and MSLs in the new compliance environment and provides recommendations for integrated communications between those groups.

Chapter 1: “MSL Team Structures, Budgets and Staffing.”

The full report explores MSL program development more thoroughly.

Age of MSL Functions
An MSL group’s role can take years to define and can vary substantially. Those companies with an early start have an advantage in defining these roles and in integrating the function within the organization. It also takes MSLs years to develop relationships with high-profile KOLs that increase the visibility and reputation of a drug. Figure 1.6 shows that the age of responding companies’ MSL programs varies widely, with 28% of responding companies reporting over a decade of experience and 48% reporting an MSL program less than five years old.

Figure 1.7 [data charts appear in complete report] shows the age of MSL programs at small companies. Many small companies have not been in existence as long as the MSL programs at larger pharmaceutical companies. Of the seven small companies surveyed, only one has had a program in place for more than five years. Company 19, which was recently spun off of a much larger pharmaceutical company, reports that its function has been in place for 18 years.

Companies generally do not need to establish their MSL function until a drug has reached Phase III testing, when its commercial future edges closer to reality. As smaller companies find their first drug nearing these critical registration trials and possible FDA approval, an important part of a company’s strategy involves disseminating research to doctors that prove the drug’s potential benefits. Many small companies find themselves in this position as they first build their MSL programs. An executive at Company 1 reports that her company is just beginning to roll out a new medical device into a variety of different specialty areas. The company’s medical affairs department is less than a year old, and its three MSLs are currently each responsible for… 

Chapter 3: MSL Field Force Strategies and Communication.

Establish a Database to Document and Track Physician Activities
Companies that establish databases to track and document physician activities benefit from increased communication among multiple functions. Regardless of which tools a company uses to promote interaction between MSLs and salespeople, it must define the boundaries of those communications. Pharmaceutical and biotechnology companies can also install databases that incorporate firewalls to remain compliant.

In general, a centralized database provides many advantages to both MSL teams and sales forces. Company 15 first established a database only for its largest therapeutic area. After realizing the benefits of tracking thought leader and physician interactions, the company has decided to establish a database for more therapeutic areas. 

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