医学专员实践指导,如何维护专家关系.ppt

Best Practices, LLC Research,Medical Science Liaisons: Gaining Access & Forging Relationships with Key Opinion Leaders,Strategic Benchmarking Research Presented by Cameron Tew 2009,Abbott Labs Allergan, Inc. Anesiva Astrazeneca Axcan Pharma Inc. Boehringer Ingelheim Bristol-Myers Squibb Cardiac Science Corp CSL Behring Eli Lilly and Company Focus Technologies Genentech Innovex Janssen cilag Medtronic Bertek Novartis Novo Nordisk Organon. Schering Plough Shire TTY Biopharm UCB Vertex,The Benchmark Class,Best Practices, LLC distilled observations and insights from interviews and benchmark performance data from a total of 29 leaders within the pharmaceutical and biotechnology sector.,Role of MSLs in Managing KOLs,A “disciplined mandate” should guide structured interactions Often critical in recruiting KOLs and developing relationships Lack of standards in what MSLs do can frustrate KOLs Ideally serve to bridge between “scientific platform around which the brand is being defined” and commercial interests “MSLs often have greater influence at the regional level.” Facilitate clinical studies in the geographies they cover Use as a clinical trial liaison can support KOL activities Excellent conduit for cutting-edge scientific matters MSLs need to “own” the relationship with the KOL MSLs can ensure that the companys many touch points with a KOL (Scientific/Medical Affairs, Sales, Marketing) are cohesive and consistent “MSLs are often firefighters” who manage communication issues when a KOL is receiving mixed messages or signals from various functions,Although various and too often “undisciplined,” MSLs regularly have a critical role in recruiting, building relationships, and working with KOLs. The variety in both MSL skill levels and KOL roles can make these working relationships challenging.,Insight #1: Monitoring Markets & Competition,Medical Science Liaisons (MSLs) forge thought leader relationships that provide critical windows into the market and the competition. Moreover, they gain superior access to key influencers.,Key Findings,Companies must utilize their Medical Science Liaisons throughout the lifecycle of a drug as they provide direct insight into how physicians and thought leaders perceive and use the product. Product lifecycle, thought leader coverage and franchise objectives are the primary key drivers that influence how many MSLs a company deploys. The effectiveness of those three factors ranges from 74 to 81 percent, according to benchmark partners. Companies must define the role of their MSLs, who see themselves often as aids to those working with patients. Seek a balance between the scientific and commercial needs of the company.,Manage Thought Leaders To Optimize Product Impact,Thought leaders are sources of great insight and value through the entire lifecycle of pharmaceutical products.,Reduce clinical trial cost & maintain market-focused development,Market awareness & enthusiasm enable faster sales penetration,Physician education builds faster & more effective usage,Influence managed care through education, advocacy, & health outcomes,Feedback about and support for additional indications & guidelines shaping,Using Thought Leaders Across All Value Fronts,Compound Develop-ment,Launch,Correct Diagnosis (Individual & Group),Formulary Approval,Lifecycle Manage-ment,Enable More Informed Decisions and More Effective Execution,Thought Leader Insights and Opinions,Communication to Brand Teams,Impact on Brand Strategy and Tactics,Ensure brands understand thought-leader attitudes, beliefs, interest and input Communicate unsolicited thought-leader feedback on key messages and concepts to the brands Proactively seek thought-leader opinion on current market conditions, competitors, messages, and tactics,MSLs help brands understand key market dynamics and perceptions,Medical Science Liaisons (MSLs) uncover key insights and behaviors from their thought leader relationships that provide critical input for commercial decisions.,Drivers for Field-Force Size,Product lifecycle, thought leader coverage and franchise objectives are the primary key drivers of the number of MSLs a company deploys into the field.,Not Important,Assess the effectiveness of the following factors by which you determine how many liaisons to put into the field.,N=28,Do Not Use,Important,Very Important,4%,7%,19%,19%,22%,33%,41%,48%,50%,39%,37%,37%,19%,37%,37%,33%,7%,18%,7%,11%,15%,4%,4%,4%,39%,36%,37%,33%,44%,26%,19%,15%,Target ratio of specialists to potential $ value of drug,Target ratio of specialists,to existing corporate revenue,Target ratio to align with regional or divisional,distribution of sales force,Target ratio of specialists to existing product or,therapeutic franchise revenue,Target ratio of specialists to sales representatives,Corporate commitment to an over-arching franchise,Target ratio of specialists to,number of thought leaders,Product Lifecycle Plan,Thought Leader Segment Definitions,Thought leaders and KOLs have different spheres of influence. This section analyzes call frequency targets for national and regional thought leaders. Field researchers used the following definitions to evaluate service levels for each thought leader influence segment.,Typical Characteristics,National,Nationally recognized specialist having global prominence Affiliated with major academic Center of Excellence impacting health policy Actively involved in scientific/clinical research, publications Holds decision-making positions on professional societies/associations and specialty journals Speaker at national society educational programs,Regional,Recognized as an opinion leader by peers within major US geographical region Affiliated with major academic institutions impacting regional health care policy Conducts clinical research and publishes in national/regional journals Chairs or acts as faculty of national/regional educational programs,Local,A community-based specialist Receives referrals from PCP colleagues in community Conducts late stage clinical trials (Phase III, III B or IV) Conducts educational programs for PCPs Maintains active private practice,Just as with continuing medical education, not all physicians are equally ready to embrace new therapeutic approaches. Thus, your MSLs should tailor their discussions to the target physician populations most ready to learn about new treatment paradigms.,Tactics To Align Deployment With Physician Change Readiness “If you look at diffusion of innovation models, you find innovators; 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 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,Thought 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% of 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. 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.” -Medical 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 their 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 interact 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 leaders 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 medical 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,Provide 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 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 percent 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 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 thought 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,Number 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 companies 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%,27%,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, speaker 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,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-based medical specialists.,Very Important,Somewhat Important,Not Important,N=28,Insight #4: Developing & Managing KOL Relationships,Call frequency varies in regards to regional and national KOLs but not significantly. Companies appear to spend more time fostering existing relationships than forging new ones.,Key Findings,It seems that synchronizing and optimizing service delivery across liaisons and sales representatives does represent a key productivity boost. More than two-thirds of benchmark companies choose to have their MSLs call on regional and national KOLs about once per month. More and more companies are beginning to use the MSLs as their main points of contact for all thought leader development activities to maintain the specialists credibility and effectiveness. “You have to preserve relationship credibility. The thought leader cannot perceive the field-based medical specialist as relatively insignificant.” - MSL specialist director,Customer Access Is Declining for Sales Reps,Physicians are limiting or closing access to their offices and clinics as a result of too many sales reps calling upon them. Access issues plague most major markets across the global marketplace.,“I dont know if you saw it in the industry press or maybe it was even in one of the national newspapers. At some of the medical schools, the students are voting not to allow access to representatives. It Used to be that that was just faculty and the professors - but now its the students. And when youve got an industry that was founded on educating the customer and thus driving prescriptions, and now new doctors dont even want that, youve got a problem.” US District Sales Manager,Countries With Declining Access,KOL Structure Should Evolve With the Company,In younger, smaller organizations with few products, KOL management should be very hands-on; 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-Pharma Medical & clinical leaders collaborate with commercial to develop KOL strategy Identify Key Opinion Leaders for Therapy Develop excellent relationships with National KOLs Develop regional KOLs Leverage relationships to educate providers on disease and therapy Maintain and improve KOL relationships for existing and developing therapies,Mid-Cap Bio-Pharma Medical, clinical & commercial leaders collaborate to develop stratified KOL strategy across therapies Leverage existing KOL relationships and experiences to develop KOLs in new therapeutic areas Develop and improve systems for tracking all company interactions with KOLs Shift National/Global KOL contact to dedicated functional personnel for each therapeutic area Conduct periodic reviews to identify and approach new KOLs,Large Bio-Pharma Continue cross-functional collaboration to ensure KOL strategies remain current Periodic refinements to KOL management structures based on experience and changing therapeutic needs Focus on continuous improvement in KOL relationship management and tracking to optimize systems and processes for maximum impact Continue periodic reviews to identify and approach new KOLs,Liaison service levels seem to be focused to selective calls, with more than two-thirds of companies calling on KOLs 1 or fewer times a month. This appears to to reflect lifecycle of the project or product and relative emphasis placed on KOLs to market success.,What level of face-to-face calls from field based specialists do you expect in order to develop and grow regional-level thought leader relationships (per year)?,Developing Regional Relationships Through Liaisons,N=28,68% call no more than 1 time per month,Developing National Relationships Through Liaisons,Nearly three-fourths of partners call no more than once per month on national thought leaders. Interestingly, three times more partners call 26 times or more per year on national thought leaders than called that frequently on regional KOLs.,What level of face-to-face calls from your field based specialists do you expect to develop and grow national thought leader relationships (per year)?,N=28,71% call no more than 1 time per month,Growing New KOLs Through Reps & Liaisons,Companies are not visiting new thought leaders to build relationships as frequently as in years prior. In fact, most companies have their MSLs and sales representatives in touch with KOLs no more than twice per month combined.,What level of call frequency for the entire company do you require to develop and grow a new thought leader relationship?,N=25,68% call 2 or less times per month,What KOLs Value Most,The open-ended responses were spread roughly evenly across three broad categories: contribution and involvement, rewards and benefits, and intangibles. Percentages of multiple responses are shown below with representative verbatim values.,Q: What do KOLs seem to value most in their relationship with your company? (please list top three and describe as necessary),Being on the cutting edge; 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 orientation; Brand value,S