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Products & Services Medical Affairs Thought Leader Services

Report Summary: Creating and Maintaining a Strategic KOL Management and Engagement System

ID: POP-253A


Pages: 11


Published: 2014


Delivery Format: Online


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS

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Key Opinion Leaders (KOLs) are recognized as one of the most effective avenues for building awareness in medical and scientific communities. As biopharma organizations reconsider their strategic approach to thought-leader engagement, they are seeking an evidence-based understanding of current and evolving approaches to creating and maintaining an integrated, strategically-focused thought-leader management system.

Best Practices, LLC conducted this in-depth study to address the following key areas:

Identify the most common and favored organizational structure for strategic thought-leader management and engagement
Understand the current state of thought-leader management practices in the pharmaceutical industry
Determine how thought-leader management practices are evolving
Identify innovative practices that are driving thought-leader management success at other organizations

Industries Profiled:
Health Care; Pharmaceutical; Biotech; Education; Science; Medical Device; Biopharmaceutical; Clinical Research; Laboratories; Medical; Manufacturing


Companies Profiled:
Abbott Nutrition; Marcyrl; Antibiotice; Abbvie; A.P. Pharma; Amgen; Janssen Biotech; Inc.; Astellas; Reliance Institute of Life Sciences; Baxter International; Sanofi Renal; Biogen Idec; TauRx Therapeutics; Boehringer Ingelheim; Crescendo Bioscience; Cubist Pharmaceuticals; Eisai; Intermune; Janssen; Jazz Pharmaceuticals; Mallinckrodt; Medtronic; Merck; MSD; Onyx Pharmaceuticals; Pierre Fabre Medicament; ProStrakan; Roche; Sanofi; Servier; Shire


Study Snapshot

Thirty-four thought-leader management leaders from 29 biopharma and device organizations participated in the field survey, and we interviewed 4 for in-depth insights.

Key Findings

Strategic TL Management Structure: Most respondents believe a decentralized thought-leader management structure is not optimal, though almost 40% use a decentralized system now. Most view a hybrid or centralized structure (48 and 38%, respectively) as optimal for modern Thought Leader engagement.

  • Medical Affairs Guides TL Engagement/ Strategy: 80% of companies said Medical Affairs oversees thought-leader engagement and strategy, but their structures do not support this. Only 31% say that Medical Affairs handles the administration of such programs. This represents a potential gap where priorities can become misaligned.
  • Coordination of Strategic KOL Management and Engagement Activities: According to benchmark partners, effective communication between all stakeholders is the most effective way for coordinating KOL management across different functions.
  • Most Valued KOL Activities: 87% of benchmark participants regarded Advisory boards as the most valued KOL activity and 77% considered scientific presentations to be valuable.
  • Key Elements For Strategic KOL Management: Benchmark partners cited the key elements for strategic KOL management: System/internal platform, a coordinator or primary point of contact and a cross-functional team in each TA or BU that shares KOL interaction information with senior leadership.

Table of Contents

Executive Summary
  • Research Overview
  • Participating Companies
  • Key Findings & Insights
Universe of Learning: Key Demographics of Participating Companies ………………6
Structuring Strategic Thought Leader Management and Engagement …………….…9
Administering Strategic Thought Leader Management and Engagement……………15
Coordinating and Communicating Strategic Thought Leader Management and Engagement….22
Aligning Software Tools to Support Strategic Thought Leader Management and Engagement…..30
Identifying and Engaging Thought Leaders………………………………………………..35
Measuring Strategic Thought Leader Management and Engagement Success……..42
Staffing Strategic Thought Leader Management and Engagement……………………45
Looking Forward: Success Factors for Strategic TL Management & Engagement..51
About Best Practices, LLC

    Sample List of Charts & Exhibits

    Job level of the participants
    • Participant's fucntional representation
    • Structure of KOL management and engagement system in the organization
    • Primary oversight function for strategic KOL management and engagement system
    • Does organizations have separate KOL roles for strategy and relationships
    • Job level for oversight role of strategic KOL management and engagement
    • How organization's administer its strategic KOL management and engagement system?
    • Coordination of strategic KOL management and engagement activities
    • Software programs/products/systems to build and manage KOL relationships
    • System for global line of sight on all KOL activities
    • Importance of strategic approaches to identifying and managing KOLs
    • Importance of KOL services
    • Most valued KOL activities
    • Evaluating success of strategic KOL management and engagement
    • Feedback from KOLs on company interactions
    • Top KOL values based on feedback
    • Value of strategic KOL management and engagement work
    • Strategic KOL management and engagement FTE
    • Strategic KOL management and engagement career pathway
    • Strategic KOL management and engagement career ladder steps