Presentacion hecha para Business Network Research Conference Budapest 2011 Reproducida con fines estrictamente educativos, los derechos son de quienes les corresponde.

1. Evidence Based Mapping
Network Strategy Consulting in KOL Management,
Marketing, Regulatory & Market Access.
Harald Katzmair
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2. FAS.research is a Social Network Analytics &
Strategies company. FAS.research maps key-
drivers and key-influencers to leverage the power
of networks for KOL management, public affairs,
key account management and social change.
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3. Clients (Selection)
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4. Rx
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5. How does the Pharma Business work?
Price
Perceived medical need and value

6. Drug from Pharma Company ABC
Rx
Price
Perceived medical need and value

7. Goal Pharma Company ABC
Price
 Huge therapeutic deficit
 Huge pain and suffering
 No alternatives
 Low complexity
 Evidence
Perceived medical need and value

8. Goal Pharma Company ABC
 Massive development
Price
and research costs
 Secure medical
progress
 High service level
(hotlines, value adds)
 General economic
savings through
reduced follow up costs
Perceived medical need and value

9. Goal Pharma Company ABC
 High value block buster
Rx Rx drug
Price
Perceived medical need and value

10. Goal Payor ABC
Rx
Price
Perceived medical need and value

11. Goal Payor ABC
Rx
 Not enough evidence
in all fields
 Existing alternatives
 High complexity
Price
 Me-too product
Commoditize perceived medical
(Pseudo Innovation)
value and need
 Therapeutic guidelines
 Competitors product
shows more evidence
and value
Perceived medical need and value

12. Goal Payor ABC
Rx
Reduce drug prices (Sick funds)
Price
 FRP
 Guidelines
 Rebates
Perceived medical need and value

13. Goal Payors and Competitors
 Biggest bang for the
buck
 Commoditized markets
(Scaling Effects)
 Decreasing health care
costs
Price
Rx
Perceived medical need and value

14. Strategy of Payor ABC
Product B Product A
Price
Product C Product D  Challenge Evidence
 Discredit as Me-too
product (Pseudo
Innovation)
 Show Alternatives
Perceived medical need and value

15. Pharma Portfolio Strategies
Based on position of
drug different strategies
Product B Product A
Qualitative
Increase perception of
medical value and need
(quality) strategy
Price
Product D Quantitative
Product C Maximize price (avoid,
delay FRP, rebate
contracts negotiation
excellence)
Perceived medical need and value

16. Challange
 Perception of value and need outcome of a social
construction and negotiations?
 Who are the people, institutions, frames and stories
that shape the value perception of a drug?
 How robust and stable are those constellations?
 What are the right strategies and tactics to improve
the value perception?
 Stories, frames, domains, context?
 Key Opinion Leader? „Followers“?
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17. Social Networks in Business-to-Doctor (B2D)
Pharma-to-Doctor Doctor-to-External
Doctor-to-Doctor Doctor-to-Altera
Patient,
Patient doctor,
Quality Circle Peer Group Networks
organizations family
members…
Specialists/ Associations Networks
Research Groups Hospital Re+ Ug+
Specialists, Research Groups
Focus Groups Informal Groups
GPs + Pharma (Hospital)
Opinion Leaders
Advisory Boards Informal Group Sick Funds
++ Pharma
GPs
Informal Groups + Ug+ …
…
Based on van Lier, 2007

18. Key Opinion Leader (KOL)
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20. Functional KOL Segmentation
Influence Drug Perception and Value
Regulatory Acceptance
and FRPs Clinical Trials
Evidence and
Guidelines Clinical Trials
Reimbursement
KOL Segmentation
Global KOL Local KOL Emerging KOL
use for: use for: use for:
• Assessing drug efficacy • Conducting, Supervising • Building early trust
(evidence)
Clinical Trials • Running clinical trials
• Forming public opinion
• Advising company • Conducting early research
• Lobbying (regulatory
• Lobbying (regulatory &
& reimbursement
reimbursement)

21. Evidence based validation cycle
check ok
ok check

22. Potential Network
Key Network Partner
Partners
high
Impact on Invest (selectively) Develop & Invest
value
perception Unnecessary Peripheral Network
of Drug RX Network Actors Actors
low
Disinvest Hold
low high
Access and win-win opporunities

25. The Myth of Influence

26. Is really everybody a receptive match

27. Who is receptive / susceptible?

28. Prescribing as Process
1. Hears drug story (media, colleagues etc.)
I. Awareness
2. Understands value proposition
3. Likes story and value prop (matches with need)
II. Conviction
4. Talks with colleagues and KOLs
5. Experiences consensus in network
III. Decision 6. Intents to prescribe
IV. Action 7. Prescribes
8. Positive / Negative experiences
V. Confirmation
9. Passes on experience
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29. Who is receptive / susceptible ?
stable instable neutral
Role of KOL Role of KOL Role of KOL
Conservative, Change agent, Agnostic / nihilistic,
keeps the systems becomes a new everything is equally
thresholds and attractor good / bad
boundaries stable
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30. Influence: Cause or Effect?
 Influence is the result of the sensitivity of a system
towards variables from the environment.
 The higher the instability (closeness to threshold) of
a node the higher the (random) influence of the
environment.
 Examples for instability
– Buyers remorse
– Diminishing returns
– Crisis, confusion, insecurity
– Innovation, new products
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31. Stages of a network
 Growth
 Equilibrium
 Crisis
 Re-organization
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32. Sensitivity Parameter
 Attribute of Node:
– Horizontal centrality (betweeness)
– Vertical centrality (eigenvector)
– Degree of economic stress of organization
– Phase in the PLC and adaptive cycle
 Attributes of Product:
– Therapeutic risks
– TNT, revenue and profit for prescribers
– Number of alternative products
 Attribute of Network:
– Degree of cognitive dissonance and polarization in the therapeutic
field
– Morphology: Structural Holes, Closure, Fold, Random Network
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33. Next Generation Strategy Map
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34. Summary
 Network Mapping has proven to be a very powerful process
to identify und understand different functional roles and
their key players in the Pharma business.
 Network Strategy Consulting requires to overcome a
mythological framework to understand and manage
influence.
 Based on a modified, more realistic model of influence new
insights about people and organizations with increasing or
decreasing capacities to influence can be identified.
 Future research and application at FAS will intensify the
combination of node centric measures and models to
measure the degree of sensitivity of the overall network.
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35. Evidence Based Mapping
Network Strategy Consulting in KOL Management,
Marketing, Regulatory & Market Access.
Thank you for your Attention!
www.fas-research.com mailto:harald.katzmair@fas-research.com
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