葛兰素内部培训资料

KOL

Management

Skillsclige...esePyo.R.gfAourmthionrgitbieosd/ieWHOtc.KOL

is

the

top

level

(Priority)Level

1

KOLsLevel

2

“HCPs*”Level

3

Primary

Care*

Healthcare

ProfessionalsLevel

1Level

2Level

3ConsumersWho

are

Key

Opinion

Leaders

(KOLs)?►

The

significant

center

of

your

professional

relationship

development►

They

are

healthcare

professionals

who

have

the

ability

to

influenceothers,

due

to

their

experience,

seniority,

position

and

reputation.►

"those

respected

individuals

who

take

an

active

lead

in

the

thinking,

discussion

and

shaping

of

clinical

practice

at

local,

regional

or

global

level

and

whose

views

influence

prescribers

and

other

healthcare

workers".►

International/domestic/localWhether

or

not

someone

is

an

KOL?1.

What

is

their

sphere

of

influence

within

department

orhospital

and

is

it

local,

national

or

international?2.

What

is

their

sphere

of

influence

with

respect

topublications

/

editorial

boards?3.

What

is

their

sphere

of

influence

with

respect

to

local

/

national

/

global

committees?4.Who

or

what

influences

them

-

people

/

authorship

of

publications

/

data

etc?5.

What

is

their

current

involvement

with

GSK

?trials

/

adviser

/

speaker

etc?Exercise

I:►Pls

give

a

brief

introduction

of

a

KOL

that

is

inyour

database.Whether

a

particular

KOL

is

appropriate?††What

value

can

they

add

for

GSK?

What

could

GSK

use

them

for?†Who

do

they

speak

for:

GSK

/

competitors

/

healthcare

authorities

/

community?†What

are

their

current

views

on

our

therapy

strategies?†What

are

their

current

views

on

specific

drugs

-

GSK

/

competitors?††††How

up

to

date

are

they

with

new

data?Does

money

/

power

or

status

influence

/

motivate

this

person?

How

do

their

colleagues

view

this

person?What

are

their

current

views

on

GSK

as

a

whole?†Is

there

any

'baggage'

that

it

would

be

useful

to

know

about

and

need

to

take

into

account?†Are

there

any

other

issues

that

might

affect

this

relationship

with

GSK?†How

receptive

might

they

be

to

getting

closer

to

GSK?Finding

and

managing

KOLs►

Wide

database

of

KOL

contacts

and

process

in

place–

good

understanding

of

competitor

KOL

activity

–

relationships

with

“Non

supportive

KOLs”–

Roles

and

responsibilities

identification–

Consolidating

and

agreement

on

KOL

developing

plan

–

Reaching

new

contacts►

Involvement

of

senior

managementKOL

Development

StrategiesStageBasic

needsPotential

needsTacticsHoney-moonProduct

profilesPersonal

careRelationshipbuildingGrowthGSK

profilesFavorable

careSpecial

careStableGSK

vision

is

inline

with

personalvisionPersonaldevelopmentWin-win

partnerKey

Communications1、Off-shore

Conferences►

Pre-planned

timetable

for

events

into

the

medium

term

future►

Programme

details

available►

Have

working

standards–

Before

the

itinerary–

During

the

itinerary–

After

the

itinerary3、Projects

sponsorship►

To

strengthen

the

GSK

profile

as

a

key

‘supporter’

or

as‘serious

player’

in

the

particular

therapy

area.►

Cost:–

Independent

Meetings–

Personnel

costs–

Presentation/publication

support2、Sampling►

Objectives:–

Hospital

listing–

Individual

experience–

Brand

building►

Long-term

planning►

TargetingKey

Learning

/

Top

Tips►Respond

promptly

with

imagination

and

flexibility►Rapid

and

fully-considered

review

before

response►Ensure

the

strategy

with

respect

to

any

data

andpublications

arising

are

clear

and

agreed4、Direct

Mailing►

Content:–

Publications–

Overseas

Alerts–

Research/

Projects

Minutes–

Interactive

Program►

Release:–

post

mailing–

internetKey

Learning

/

Top

Tips►

Scientific

communication

under

promotion

program

andfollow-up

tracking►

Timeline

management5、Round

Table

MeetingRound

Table

MeetingAdvisory

Board

MeetingObjectivesFor

new

data

development,

GSKcan

work

more

closely

with

aselection

of

HCPsGSK

strategically

planning

&consolidatingOutputsguidelines

supplementinformation

for

internal

useinitiation

of

specific

projects

oractivitiesParticipants►Mix

profile

for

purpose

of

clarity►In

line

with

GSK

thinkingTop

level

KOLs

with

closerelationship

with

GSKTopicsan

issue

of

the

moment

whichrequires

some

debate►Planning

updating►Concept

testingarrangementone

off

meetingConsistentchairindependent

coordinator

(GSKmay

co-chair)GSKKey

Learning

/

Top

Tips►

Don’t

expect

to

drive

the

outcome

of

a

Round

Table

meetin