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Thought Leader Relationships: Building the Business

ID: SM-129


Features:

13 Info Graphics

8 Data Graphics

76 Metrics

19 Narratives

48 Best Practices


Pages: 63


Published: Pre-2013


Delivery Format: Shipped


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Build and manage thought leader relationships to drive successful launches characterized by rapid sales uptake, high market share, and extended product life cycles. Expert physicians -- often called "opinion leaders" or "thought leaders" -- play critical roles in driving pharmaceutical sales.  Getting thought leaders on board early in the sales process helps convince other doctors to prescribe new products and can make the difference between a successful launch and a major disappointment. In this study Best Practices, LLC has captured the techniques that top pharmaceutical companies use to build and manage thought leader relationships.

Industries Profiled:
Pharmaceutical; Biotech; Health Care


Companies Profiled:
AstraZeneca; Sanofi-aventis; GlaxoSmithKline Merck; Pfizer; Schering-Plough


Study Snapshot

Our research indicates that with a carefully crafted strategy and excellent execution, thought leader management (sometimes called "field-based medical") programs have an enormous impact upon building and developing thought leader relationships.  Indeed, many of the most highly respected pharmaceutical companies now use these programs as their primary channel to contact medical thought leaders.  To deliver maximum value, these programs must be managed as integrated processes that successfully develop and expand relationships.  Then, high-performing companies must measure the results of their field-based medical program efforts and identify opportunities for continuous improvement.

Key Findings

Align field-based medical activities with overall corporate strategy and customer value drivers to fully leverage market opportunities.

  1. Focus thought leader management efforts on all economic leverage points to optimize total value.
  2. Build a strong support infrastructure to maximize the time that field-based medical specialists dedicate to value-added interactions with key physicians.
  3. Establish a distinct recruitment process to ensure that top candidates who balance scientific and business experience fill field-based medical-specialist positions.
  4. Employ continual evaluation-and-improvement cycles to enhance impact and perception of field-based medical programs.
Table of Contents

Executive Summary
· Project Background
· Project Methodology
· Key Project Findings
· Report Structure and Organization
· Next Steps
· Process Map
· Summarized Response Matrix
· Lessons Learned/ Top Challenges Matrix

Part II: Aligning Field-Based Medical with Overall Objectives
· Segmentation, Targeting and Deployment
· Identifying and Addressing Economic Value Drivers
· Aligning with Corporate Strategy

Part III: Managing Performance
· Recruiting
· Training
· Building Knowledge

Part III: Providing Support and Communication 
· Organization
· Support Staff Roles
· Role of the Internet and Other Electronic Communication

Part IV: Setting and Measuring Clear Goals
· Goal-Setting
· Shaping Perceptions of the Program Measurement


List of Charts & Exhibits

FBM Impact
Field-Based Medical Management Process Map
Summarized Response Matrix
Lessons Learned/Top Challenges Matrix
Thought Leader Segmentation
Thought Leader Segments
Approaches to Field Structure
Pre-Launch vs. Post-Launch
Daily Responsibilities
Health Outcomes Research
Mission Statements
Disease States Covered
Thought Leaders & Product Life Cycle Management
Span of Control
Profile for Success
Ongoing Education 
FBM Program Deployment
Cross-Functional Performance Success
Optimizing Productivity
Reporting Structures
Return-on-Investment Measures
Program Maturity & Market Impact