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Benchmarking and Quality Best Practices

Best Practices, LLC has conducted extensive research in the field of Benchmarking and Quality. Browse through and sample our published Benchmarking and Quality research in the topics below:


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Strategic KOL Management: Structure and Designated Roles for an Effective Engagement SystemThis document contains Metrics and Graphics.This document contains Metrics and Graphics.
Non-members: Click here to review a complimentary excerpt from "Strategic KOL Management: Structure & Designated Roles for an Effective Engagement System." STUDY OVERVIEW While the evolving U.S. healthcare system is altering many aspects of the biopharmaceutical marketplace, the importance of Key Opinion Leaders (KOLs) remains unchanged. The influence of KOLs continues to extend from clinical programs and medical education, to prescribing habits and payer access. Consequently, it's vital for biopharmaceutical organizations to effectively manage these important and often complex relationships through systems, processes, and procedures. Best Practices, LLC conducted this research to help organizations create and maintain a strategic KOL management system. In particular, this study examines the current most favored organizational structures for strategic Thought Leader management and engagement. This study also identifies innovative practices that are driving successful Thought Leader management at other organizations. KEY TOPICS Structuring Strategic Thought Leader Management and Engagement Administering Strategic Thought Leader Management and Engagement KEY METRICS Current & optimal strategic KOL management & engagement system structure Primary oversight function for strategic KOL management & engagement systems Optimal organizational structure for strategic KOL management & engagement Presence of separate KOL roles for strategy and relationships Job level for oversight role of strategic KOL management & engagement Executive sponsorship for strategic KOL management & engagement Administering a strategic KOL management & engagement system SAMPLE KEY FINDING Medical Affairs Leads Strategic TL Management: Medical affairs is the function that a majority of study participants rely on to oversee strategic KOL management. This reflects a long-time shift - driven largely by the regulatory environment - of KOL management moving out of marketing and into medical affairs. But as many organizations noted, it is not unusual for other functions to be involved in setting strategy for KOL interactions. METHODOLOGY Thirty-four TL management leaders from 29 biopharma and device organizations participated in the external field survey, and we interviewed 4 participants for in-depth insights

Strategic KOL Management: Performance Measurement, Staffing and Success FactorsThis document contains Metrics and Graphics.This document contains Metrics and Graphics.
Non-members: Click here to review a complimentary excerpt from "Strategic KOL Management: Performance Measurement, Staffing and Success Factors" STUDY OVERVIEW While the evolving U.S. healthcare system is altering many aspects of the biopharmaceutical marketplace, the importance of Key Opinion Leaders (KOLs) remains unchanged. The influence of KOLs continues to extend from clinical programs and medical education to prescribing habits and payer access. Consequently, it's vital for biopharmaceutical organizations to effectively manage these important and often complex relationships through systems, processes, and procedures. Best Practices, LLC conducted this research to help organizations create and maintain a strategic KOL management system. In particular, this study examines current approaches to performance measurement, staffing and success factors for a strategic KOL management system. This study provides an evidence-based understanding of current and evolving approaches to creating and maintaining an integrated, strategically-focused KOL management system. KEY TOPICS Measuring Strategic Thought Leader Management and Engagement Success Staffing Strategic Thought Leader Management and Engagement Looking Forward: Success Factors for Strategic TL Management & Engagement KEY METRICS How is strategic KOL management assessed within your company How do you get feedback from KOLs regarding company interactions What are the top three things KOLs value most from interactions How much does your organization value day to day strategic KOL management Number of non-field based FTEs involved in your strategic KOL management Is there a clear career pathway for staff doing strategic KOL management SAMPLE KEY FINDING Participants clearly feel that their organization sees some value in the day-to-day strategic KOL management – almost half think their company highly values the work while the remainder of respondents think their company somewhat values the work. METHODOLOGY Thirty-four TL management leaders from 29 biopharma and device organizations participated in the external field survey, and we interviewed 4 participants for in-depth insights

Effective Thought Leader Management: Interaction Tactics and ChallengesThis document contains Metrics and Graphics.This document contains Metrics and Graphics.
Non-members: Click here to review a complimentary excerpt from "Effective Thought Leader Management: Interaction Tactics and Challenges" STUDY OVERVIEW As the healthcare landscape evolves, the role of Medical Affairs functions within pharma organizations has become increasingly important. Among the many responsibilities of medical affairs groups, thought leader management is considered critical because companies look to thought leaders to inform and guide clinical programs. Best Practices, LLC performed this research study to better understand thought leader interaction frequency and channels. The research also explores challenges and critical strategies to mitigate the negative effects of a changing regulatory landscape. The benchmark data in this study will help companies find better ways to create effective thought leader management strategies that will enhance and inform a critical aspect of an organization’s operations. This document includes mature and emerging markets segment analysis. KEY TOPICS Benchmark Participant Demographics Interaction Frequency & Channel Thought Leader Access Challenges Challenges in Interactions SAMPLE KEY METRICS Frequency of contact with National and Regional thought leaders in mature markets Frequency of contact with National and Regional thought leaders in emerging markets Annual interaction with thought leaders in mature markets Annual interaction with thought leaders in emerging markets Face-to-Face visits per year in mature markets Face-to-Face visits per year in emerging markets Thought leader access challenges in mature markets Thought leader access challenges in emerging markets Level of interactions with health care payers & providers in mature markets Level of interactions with health care payers & providers in mature markets SAMPLE KEY FINDING Frequency of Contact with Regional TLs: Both mature market and emerging market companies contact regional TLs less than they contact national TLs. On average, mature market companies contact regional TLs 26 times per year, and emerging markets companies contact regional TLs 30 times a year. Relationship Challenges: Within mature market segment companies top threats to interactions with thought leaders are increasing regulatory barriers and internal changes among TLs / institutions in how they approach industry. Emerging market segment companies are expecting similar challenges in interactions with thought leaders. However, in addition to the barriers related to thought leaders or their home institutions, shrinking medical affairs budgets will impact emerging markets. METHODOLOGY Forty survey responses from Medical Affairs leaders at 32 pharmaceutical and medical device companies in the mature market and emerging markets. This study includes segment perspectives for both mature and emerging markets.

 


 
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