In fact, BMS marketers found that MSMs were spending dramatically more time with physicians than sales representatives.
The roles of MSMs also differed dramatically from those of MSLs. We trained MSMs to handle several novel tasks, such as the management of regional and local opinion leaders, including speaker training; identification and placement of Phase IIIB and IV clinical trials; facilitation of physician dinner meetings; spearheading the pre-launch of new products; and training of sales representatives on disease states and product information. Like a special military force, the roles of MSMs expanded over time as senior Bristol-Myers Squibb (“BMS”) executives recognized their extensive capabilities and impact.
It was not long before competitors took notice and began to develop their own versions of the MSM program. The MSM program became the foundation for a number of regionally-based, scientifically-trained medical professional programs across the industry. Probably the most satisfying aspect for me is the number of “MSM Alumni” who have ‘graduated’ from the program and moved on to executive leadership roles in other companies. While the MSM name has changed back to MSL, the concept of MSLs with scientific training and advanced degrees endures.
Has the MSL changed in terms of work since the first science based MSL teams vs. today?
I think there have been dramatic changes in the roles of science-based MSLs reflecting industry-wide changes. The most significant changes have been regulatory: stricter regulations on pharmaceutical product promotion have virtually eliminated the MSL placement of clinical trials and grants and the facilitation of dinner meetings, for example. Therefore, these MSL roles have been reduced in order to comply with those regulations.
Conversely, three other industry factors have changed to enhance the roles of the MSL: the decreasing numbers and importance of the sales representatives; the increasing complexity of science; and increasing pharmaceutical competition. The declining role and impact of the sales representative means that the MSL interaction and communications with physicians and other stakeholders are more important. The complexity of science has resulted in a greater need for scientifically-educated MSLs to help translate these new technologies and discoveries. New biologicals and biotechnologies, complicated biochemical pathways, targeted therapies, drug safety, and pharmacogenomics are all critical areas that pharmaceutical stakeholders need to understand.
Competition between companies and among products has intensified over the years. Most major pharmaceutical companies need to have a strong MSL group just to be competitive. There is now greater product competition with more in-class and across-class therapeutic agents, generics, over the counter medications (OTCs), and alternative therapies. Because of increasing limitations on promotions, MSLs are playing a larger role in the overall promotional mix for product marketers.
Dr. Bernard’s comments on the future of the MSL are contained in the final chapter of this book.
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