Health Economics Field Forces

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Health Economics Field Forces: Shape World-Class HOL and MCL Teams to Deliver HEOR Data
Health economics (HE) field forces’ role in delivering data to healthcare stakeholders is critical to supporting life science products.  Even as their role becomes increasingly pivotal, HE field forces remain a new and emerging group.  To provide clarity, this report features benchmarks and innovative approaches for establishing and improving HE field forces — such as HOL teams, MCL teams or hybrid MSL rolesData and first-hand insights from industry executives address team structure, resource allocation, hiring/training best practices and more to serve as a guide to reinforcing effective teams.   

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REPORT DETAILS AND FEATURES

Health economics (HE) field forces’ role in delivering data to healthcare stakeholders is critical to supporting life science products.  Even as their role becomes increasingly pivotal, HE field forces are still a new and emerging group.  To provide clarity, this report features benchmarks and innovative approaches for establishing and improving HE field forces — such as HOL teams, MCL teams or hybrid MSL rolesData and first-hand insights from industry executives address team structure, resource allocation, hiring/training best practices and more to serve as a guide to reinforcing effective teams.  

  • Publication Date: April 2017 
  • Pages: 163 
  • Chapters: 4 
  • Metrics: 500+ 
  • Charts/Graphics: 100+ 

Data have been split by launch region:

  • US
  • Europe/Canada
  • Emerging Markets

Data have also been split by company size:

  • Top 10
  • Top 50
  • Small Pharma

TOP REASONS TO BUY THIS HEALTH ECONOMICS FIELD FORCES REPORT

As the healthcare industry shifts from volume-based to value-based decision-making, HE data can make or break a product’s success.  Because of this trend, field forces delivering HE messages are more important than ever 

Facilitate better HEOR communication with stakeholders:  Much of a HE field force’s responsibility is interacting with key external stakeholders.  These interactions often include delivering product data and other information that helps stakeholders — most often payers — make formulary and reimbursement decisions.  This report discusses which teams are more likely to take a proactive approach to interacting with external stakeholders and which teams use a combination of proactive and reactive interactions.  It also delves into the different types of study data field forces believe are most effective when meeting with different types of stakeholders.

Identify key traits used for hiring personnel and right-size the hours spent in training: The primary considerations that life science executives weigh when making hiring decisions for their health economics field force are education and previous experience.  First, the report examines educational requirements preferred for specific field force types.  Then, this report details benchmarks on years of experience.  As experience impacts salary, the study also offers compensation data — ranges, actual numbers and percentages — across years of experience and field force type.  Beyond hiring considerations, this research also provides information about the classroom and hands-on field training to educate both new and veteran health economics field forces.

Build the type of health economics field force structure that best suits your company: Determining the best structure for HE field forces is challenging given their sometimes hybrid role.  This study explores important factors influencing team alignment, including scope of product responsibility, as well as who has final decision-making responsibilities for HE field forces.  This information can help position your team for success.  Data present trends in HE team structure among surveyed teams — serving as a guide to establish or make adjustments to your company’s HE field forces.  This report also contains profiles of real-world health economics field forces.  These infographics offer useful snapshots of individual teams that can help to clarify or justify your own team’s resources or activities.

TABLE OF CONTENTS

8                           Executive Summary

9                           About This Report

19                         Health Economics Field Forces – Key Recommendations for Success

24                         Health Economics Field Force Structure

25                         Defining Health Economics Field Forces and Their Targets

37                         Health Economics Field Force Structure and Alignment

45                         Health Economics Field Forces: Resources and Personnel

46                         Health Economics Field Force Resources

59                         Preferred Education and Experience for Health Economics Field Forces

65                         Health Economics Field Force Training

73                         Health Economics Field Force Compensation

77                         Health Economics Field Force Activities and Data Delivery

84                         Health Economics Field Force Time Allocation

92                         Presenting Product Data to Stakeholders

100                       Field Forces’ Interactions with Stakeholders

111                       Health Economics Field Force Team Profiles

CHARTS AND GRAPHICS

10                         Figure 1.X.i: Cutting Edge Information Research Methodology

12                         Figure 1.X.ii: Study Definitions: Health Economics Field Forces

13                         Figure 1.X.iii: Study Definitions: Team Region

14                         Figure 1.X.iv: Study Definitions: Company Size

16                         Figure 1.X.v: Additional Study Information

18                         Figure 1.X.vi: Understanding the Graphics

19                         Health Economics Field Forces – Key Recommendations for Success

20                        Figure E.1: Comparing Prototypical HOL and MCL Teams

21                        Figure E.2: Percentage of Teams Training Predominantly in a Classroom Versus in the Field, by Training Type

23                        Figure E.3: Percentage of Teams That Are Proactive or Reactive in Initiating Activities, by Field Force Type

24                         Health Economics Field Force Structure

25                         Defining Health Economics Field Forces and Their Targets

25                         Figure 1.1: Comparing Top 10 Company B’s MSLs and HOLs

27                         Figure 1.2: Percentage of Surveyed Teams with Specific Health Economics Field Forces

29                         Figure 1.3: Percentage of HOLs, MCLs and MSLs Calling on Specific Targets

30                          Figure 1.4: Percentage of HOLs, MCLs and MSLs Calling on Specific Targets, by Company Size

31                          Figure 1.5: Percentage of HOLs, MCLs and MSLs Calling on Specific Targets, by Team Region

32                         Figure 1.6: Healthcare Stakeholders Teams Meet with, by HE Field Force

33                         Figure 1.7: Comparing Top 50 Company C’s Past and Present HE Field Force Models

37                         Health Economics Field Force Structure and Alignment

37                         Figure 1.8: Structural Alignment of Different HE Field Forces

38                         Figure 1.9: Scope of Product Responsibility, by Field Force Type

39                          Figure 1.10: Comparing Structural Alignment of HE Field Force Target, by Field Force Type

40                         Figure 1.11: Comparing HE Field Force Target to Structural Alignment

41                          Figure 1.12: Level of Executives Who Supervise and Have Ultimate Responsibility Over HE Field Force

42                          Figure 1.13: Group That Supervises and Has Ultimate Responsibility Over HE Field Force

43                          Figure 1.14: Percentage of HE Field Forces Within Certain Age Ranges, by Field Force Type

44                         Figure 1.15: Percentage of HE Field Forces Within Certain Age Ranges, by Company Size

44                         Figure 1.16: Percentage of HE Field Forces Within Certain Age Ranges, by Team Region

45                         Health Economics Field Forces: Resources and Personnel

46                         Health Economics Field Force Resources

47                          Figure 2.1: Total HE Field Force Budgets, by Year: Overview

48                          Figure 2.2: Total Budget for HE Field Forces, by Company and Year: Budgets Over $2 Million

49                          Figure 2.3: Total Budget for HE Field Forces, by Company and Year: Budgets Under $2 Million

50                          Figure 2.4: Percentage of Teams Changing Total HE Field Force Budgets, by Year

51                          Figure 2.5: Percentage Change in Total HE Field Force Budget from 2014 to 2015: Teams Reporting Change

52                          Figure 2.6: Percentage Change in Total HE Field Force Budget from 2015 to 2016: Teams Reporting Change

53                         Figure 2.7: Total HE Field Force Staffing, by Year: Overview

54                          Figure 2.8: Number of HE Field Force Personnel, by Company and Year: Teams Over 10 FTEs

55                          Figure 2.9: Number of HE Field Force Personnel, by Company and Year: Teams Under 10 FTEs

57                         Figure 2.10: Percentage of Teams Changing HE Field Force Staffing, by Year

58                          Figure 2.11: Percentage Change in HE Field Force Staffing from 2014 to 2015: Teams Reporting Change

58                          Figure 2.12: Percentage Change in HE Field Force Staffing from 2015 to 2016: Teams Reporting Change

59                         Preferred Education and Experience for Health Economics Field Forces

60                          Figure 2.13: Preferred Educational Background for HE Field Force Personnel, by Field Force Type

61                          Figure 2.14: Percentage of Teams Considering Certain Types of Experience When Hiring HE Field Force Personnel

62                          Figure 2.15: Preferred Level of Experience When Hiring HE Field Force Personnel: All HE Field Forces

63                         Figure 2.16: Preferred Level of Experience When Hiring HE Field Force Personnel: HOLs

64                          Figure 2.17: Preferred Level of Experience When Hiring HE Field Force Personnel: MCLs and Other HE Field Forces

65                          Health Economics Field Force Training

66                          Figure 2.18: Percentage of Teams Training Predominantly in a Classroom Versus in the Field, by Training Type

67                          Figure 2.19: Number of Training Hours HE Field Force Personnel Receive Before Entering the Field for the First Time, by Training Type: Overview

68                          Figure 2.20: Percentage of Training Hours Spent on Different Types of Training for HE Field Force Before Entering the Field for the First Time: Overview

69                          Figure 2.21: Number of Training Hours HE Field Force Personnel Receive Before Entering the Field for the First Time, by Training Type and Company

70                          Figure 2.22: Number of Annual Training Hours HE Field Force Personnel Receive, by Training Type: Overview

71                          Figure 2.23: Percentage of Training Hours Spent on Different Types of Annual HE Field Force Training: Overview

72                          Figure 2.24: Number of Annual Training Hours HE Field Force Personnel Receive, by Training Type and Company

73                         Health Economics Field Force Compensation

73                         Figure 2.25: HE Field Force Compensation, by Experience Level: Overview

74                          Figure 2.26: Percentage Increase in HE Field Force Compensation, by Experience Level: Overview

75                         Figure 2.27: HE Field Force Compensation: Personnel with No Experience

76                         Figure 2.28: HE Field Force Compensation: Personnel with 2 Years of Experience

76                         Figure 2.29: HE Field Force Compensation: Personnel with 5 Years of Experience

77                         Health Economics Field Force Activities and Data Delivery

79                          Figure 3.1: Lifecycle Stage When Teams Typically Begin Supporting a Product, by Field Force Type

79                          Figure 3.2: Lifecycle Stage When Teams Typically Begin Supporting a Product: Cumulative Percentage, by Field Force Type

81                          Figure 3.3: Percentage of Teams That Are Proactive or Reactive in Initiating Activities, by Field Force Type

84                         Health Economics Force Time Allocation

86                         Figure 3.4: Average Percentage of Time Allocated to Specific HE Field Force Activities

87                          Figure 3.5: Percentage of Time Allocated to Specific HE Field Force Activities: Activities with Maximum Allocations Over 25%

88                          Figure 3.6: Percentage of Time Allocated to Specific HE Field Force Activities: Activities with Maximum Allocations Under 25%

89                          Figure 3.7: Comparing Percentage of Time Allocated to Meeting Externally and Developing Data

91                          Figure 3.8: Comparing Percentage of Time Allocated to Meeting with Population Health Decision-Makers and HCPs

92                         Presenting Product Data to Stakeholders

93                         Figure 3.9: Average Ranking of the Usefulness of Studies, by Target Audience

94                         Figure 3.10: Ranking of the Usefulness of Studies When Dealing with Payers and PBMs

94                          Figure 3.11: Ranking of the Usefulness of Studies When Dealing with Physicians and HCP Networks

96                          Figure 3.12: Average Ranking of the Usefulness of Studies, by Field Force Type: PBMs and Payers

97                          Figure 3.13: Average Ranking of the Usefulness of Studies, by Field Force Type: Physicians and HCP Networks

100                       Field Forces’ Interactions with Stakeholders

101                       Figure 3.14: Number of Stakeholders Assigned to Each HE Field Force Team Member: Overview

102                      Figure 3.15: Average Percentage of HE Field Force Interactions, by Type and Target

103                      Figure 3.16: Median Percentage of HE Field Force Interactions, by Type and Target

105                      Figure 3.17: Number of HE Field Force Face-to-Face Interactions with Specific Targets per Quarter: Overview

107                       Figure 3.18: Duration of HE Field Force Visits with Specific Targets: Overview

109                       Figure 3.19: Number of HE Field Force Phone Interactions with Specific Targets per Quarter: Overview

110                       Figure 3.20: Number of HE Field Force Email Interactions with Specific Targets per Quarter: Overview

111                       Health Economics Field Force Team Profiles

113                       Figure 4.1: Company 2: Background

114                       Figure 4.2: Company 2: Budget and Staffing

115                       Figure 4.3: Company 2: Personnel Requirements

116                       Figure 4.4: Company 2: Field Force Targets

117                       Figure 4.5: Company 2: Activities

119                       Figure 4.6: Company 5: Background

120                       Figure 4.7: Company 5: Budget and Staffing

121                       Figure 4.8: Company 5: Personnel Requirements

122                       Figure 4.9: Company 5: Field Force Targets

123                       Figure 4.10: Company 5: Activities

125                       Figure 4.11: Company 15: Background

126                       Figure 4.12: Company 15: Budget and Staffing

127                       Figure 4.13: Company 15: Personnel Requirements

128                       Figure 4.14: Company 15: Field Force Targets

129                       Figure 4.15: Company 15: Activities

131                       Figure 4.16: Company 1: Background

132                       Figure 4.17: Company 1: Budget and Staffing

133                       Figure 4.18: Company 1: Personnel Requirements

134                       Figure 4.19: Company 1: Field Force Targets

135                       Figure 4.20: Company 1: Activities

137                       Figure 4.21: Company 12: Background

138                       Figure 4.22: Company 12: Budget and Staffing

139                       Figure 4.23: Company 12: Personnel Requirements

140                       Figure 4.24: Company 12: Field Force Targets

141                       Figure 4.25: Company 12: Activities

143                       Figure 4.26: Company 18: Background

144                       Figure 4.27: Company 18: Budget and Staffing

145                       Figure 4.28: Company 18: Personnel Requirements

146                       Figure 4.29: Company 18: Field Force Targets

147                       Figure 4.30: Company 18: Activities

149                       Figure 4.31: Company 8: Background

150                       Figure 4.32: Company 8: Budget and Staffing

151                       Figure 4.33: Company 8: Personnel Requirements

152                       Figure 4.34: Company 8: Activities

154                       Figure 4.35: Company 6: Background

155                       Figure 4.36: Company 6: Field Force Targets and Activities

157                       Figure 4.37: Company 19: Background

158                       Figure 4.38: Company 19: Field Force Targets and Activities

160                       Figure 4.39: Company 6 (Other): Background

161                       Figure 4.40: Company 6 (Other): Budget and Staffing

162                       Figure 4.41: Company 6 (Other): Personnel Requirements

163                       Figure 4.42: Company 6 (Other): Activities

HEALTH ECONOMICS FIELD FORCES FACT SHEETS

Download the following fact sheets to see more of the data and metrics that this study has to offer:

Fact Sheet 1: Structure and Characteristics of Health Economics Field Forces

These slides depict the structural alignments of different health economics field forces, as well as some of the necessary skills companies seek when creating their field teams.