医学专员实践指导,如何维护专家关系

1、best practices, llc research,medical science liaisons: gaining access early adopters; the majority, late adopters, and laggards. marketers understand the importance of segmentation. we are trying to do the same thing. “ “to try to take a big heterogeneous group and to try to treat them all the same

2、way, its nave to think they will all change. . . who is pre-contemplative?. who is willing to change? who is already treating their patients . . .there are very different goals on each of those.” - senior director of medical education,learning from cme work,insight #2: tracking value evolution,thoug

3、ht leaders are sources of great insight and value through the entire lifecycle of pharmaceutical and biotechnology products. msls harvest diverse insights throughout the pre-launch and post-launch lifecycle.,key findings,thought leaders provide insights throughout the entire product lifecycle. 90% o

4、f companies use field-based medical specialists at pre-launch and at post-launch. medical specialists disseminate information to kols and also harvest competitor and market intelligence. 86% of companies use liaisons to gather competitive intelligence during pre-launch and 90% do so at post-launch.

5、liaisons play a support role in clinical protocol development and site selection. 11% say liaisons are “very involved with protocol design at pre-launch and 18% are “very involved” in protocol design at post-launch. “science is science whether its before or after a product has been launched.” -medic

6、al liaison team leader,pre-launch msl roles (top 6 activities),medical science liaisons (msls) continue to forge critical relationships with thought leaders and to provide competitive intelligence that helps their companies monitor the competition and discern market opportunities and obstacles for t

7、heir products prior to market entry.,how involved are your field-based medical specialists in supporting the following tactics at pre-launch?,n=28,very involved,somewhat involved,not involved,38%,39%,52%,54%,68%,68%,27%,43%,30%,25%,18%,21%,35%,18%,19%,21%,14%,11%,speaker training,identify and intera

8、ct with national,societies and organizations,assist with sales force training prior to launches,provide feedback to marketing,personnel on product perceptions,competitive intelligence,identify, develop and maintain,relationships with thought leaders,post-launch msl roles (top 6 activities),thought l

9、eaders are the compass to competitor activities, market changes and early reactions to commercial products. most companies focus their medical specialists on developing kols to guide these post-launch activities, as well as gathering competitive intelligence.,how involved are your field-based medica

10、l specialists in supporting the following tactics at post-launch?,n=29,very involved,somewhat involved,not involved,41%,43%,50%,62%,75%,78%,34%,39%,35%,21%,25%,11%,24%,18%,15%,17%,0%,11%,speaker training,product attribute shaping,identify and interact with national societies and organizations,provid

11、e feedback to marketing personnel,on product perceptions,competitive intelligence,identify, develop and maintain relationships,with thought leaders,insight #3: determining liaison field-force size,multiple factors including product lifecycle, thought leader coverage, franchise objectives and revenue

12、 levels - drive the number of msls deployed into the field. consider all key factors not just one or two in setting group size.,key findings,frequency, reach and approach are the key internal drivers that dictate the size of medical science liaison groups in the field. of our benchmark partners 68 p

13、ercent to 79 percent take these drivers into considerations when planning how many msls to send into the field. by maintaining more personal contact between managers and msls, companies can change direction more rapidly in the field to handle unmet medical needs or to follow up on key shifts in the

14、marketplace. once a company successfully enters a therapeutic area and establishes relationships, it should not abandon the beach-head it has established. it is harder to create new relationships than to maintain current contacts.,stakeholder needs analysis,more than two thirds of partners use thoug

15、ht leader reach and call frequency in combination with treatment area maturity levels as key drivers for aligning their medical specialists in the field.,what internal stakeholder needs drive your alignment?,n=28,47%,47%,47%,68%,68%,79%,number of speakers needed,number of advisory boards planned,num

16、ber of clinical trials planned,amount of desired interaction with,thought leaders (frequency),degree to which thought leader,support is needed to change current,approach to treatment.,desired number of thought,leader/advocates (reach),span of control: managers to specialists,nearly two-thirds of com

17、panies prefer a closer relationship of one manager to 10 or fewer medical specialists. however, a full third of companies move in the other direction with managers overseeing 11 to 16 or more liaisons.,n=26,what ratio of managers to field-based medical specialists does your company utilize?,8%,23%,2

18、7%,42%,1 manager to 16 or more specialists,1 manager to 1-6 specialists,1 manager to 11-15 specialists,1 manager to 7- 10 specialists,span of control,65% prefer more personal span of control,drivers for increasing number of field-based medical specialists,product potential, clinical indications, spe

19、aker development status and approval progress are the greatest drivers for increasing the number of medical specialists.,please evaluate the importance of key factors that would cause you to increase the number of field-based medical specialists.,very important,somewhat important,not important,n=28,

20、drivers for decreasing the number of field-based medical specialists,later lifecycle product stage, co-promotion support and market changes are the key drivers for decreasing the number of liaisons.,please evaluate the importance of key factors that would cause you to decrease the number of field-ba

21、sed medical specialists.,very important,somewhat important,not important,n=28,insight #4: developing as an organization grows and the number of therapeutic areas increases, clinical and commercial leaders employ more strategic approaches.,kol function maturity,kol management sophistication,new bio-p

22、harma medical involvement in changing science; clinical studies participation; innovative products; engaging peers; chance to give advice; ability to contribute,rewards and benefits,contribution and involvement,intangibles,0,integrity; ethics; patient focus; honesty; transparency; service orientatio

23、n; brand value,support for research; sponsorship; honoraria; ability to publish; cv building; business perks,insight #5: shifting resources to keep relationships & yield value,forging thought leader relationships takes time and is an essential tool for understanding and competing in the marketplace.

24、,key findings,most companies do not automatically decrease field-based medical specialists after product launch. shifting resources to yield value and maintain the relationships is a key productivity frontier for managers of liaison groups. many companies deploy their msls medical specialists to ref

25、lect sales region configurations, geographic concentrations of key thought leaders and key medical center locations.,resource shifting and forecasting,companies do not downshift resources after a product is launched. thought leader relationships are hard to develop and valuable throughout the produc

26、t lifecycle.,benchmark perspectives kol relationships take time to develop. kols have influence during pre-launch and post-launch lifecycles. kols provide competitive insights throughout the entire lifecycle. kols are effective advocates. high prescribers can be effective advocates as well. high pre

27、scribers deep product experience make them effective advocates.,“kol relationships often take a very long time to develop but high-prescriber relationships can be ramped up very quickly.” - director of sales,what differentiates the better companies,respondents felt that several factors helped differ

28、entiate the best practitioners: experience and resources, continuity and collaboration, systematic planning and execution, and innovative science and robust pipeline.,continuity in their approach focus and persistency dedicated kol managers company process that focuses kols as a customer and realize

29、s that relationship is two-way and requires mutual respect and collaboration on both sides,“they have been doing this activity longer and dedicate more resources in terms of both programs and people” program funding and dedicated staff deeper pockets adequately funded msl teams,cohesive interaction

30、plan effective, validated long-term strategic plans company and regulatory guidelines planning, organization, metrics/tracking and excellent relationship management,continuity and collaboration,experience/ resources,innovative science/ robust pipeline,systematic planning and execution,an impressive

31、pipeline in targeted disease states more percieved focus on scientific vs. commercial benefit scientific approach and clinical studies participation pipeline access broader product portfolio differentiated pipeline,q: what do you believe are the differentiating factors that allow these companies to

32、establish and maintain successful relationships with kols?,deploying liaisons into field,benchmark companies deploy their msls medical specialists to reflect sales region configurations, geographic concentrations of key thought leaders and key medical center locations.,assess the effectiveness of th

33、e following factors that drive how you deploy your liaisons and specialists into the field?,n=28,not important,do not use,important,very important,14%,43%,46%,46%,43%,39%,36%,32%,21%,4%,7%,5%,21%,14%,11%,18%,deploy to reflect,sales distribution,by geography,deploy to reflect,medical centers,deploy t

34、o reflect,thought leader,geographic,concentrations,align to fit sales,regions/divisions,automatic resource decrease,forging thought leader relationships takes time and is an essential tool for understanding and competing in the marketplace. consequently, most companies do not automatically decrease

35、field-based medical specialists after product launch.,yes 11%,no 89%,is it standard policy to automatically plan to decrease the number of field based medical specialists after a product has been launched?,n=28,emerging trends,most respondents saw new frontiers opening in how kols were identified, a

36、ssessed, and deployed, with an emphasis on developing “up and coming” talent and differentiating their use.,q: please describe what you see as the emerging trends in developing and maintaining effective relationships with kols.,continued tightening of guidelines will require increased vigilance high

37、 costs of global development and international knowledge exposure changing deployment priorities greater agility to deal with need for “fast-moving and fast-changing” relationships,more affordable tools that provide a long-term view of kols role integrated profiling platforms effective research on w

38、hos who among kols identifying and developing kols who are better able to advise about newer and future events in the marketplace,new roles and responsibilities,new tools and tactics,responses to new conditions,earlier engagement in new product development programs more involvement in pipeline discu

39、ssions with scientific bias differentiated uses and tactics over development lifecycle greater coordination with disease management and msl programs,summary of key take aways,from the many insights, findings and observations from the msl research, these five represent recurring, high priority themes.,key findings,monitoring markets & competition tracking value evolution determining liaiso