The document outlines 10 essential questions for successful KOL management programs. The questions cover defining KOLs, conducting targeted KOL mapping, considering KOL networks not just individuals, defining long-term KOL strategies, building collaborative approaches, dedicating teams to KOL management, using technology to optimize interactions, remunerating KOLs appropriately and transparently, measuring and evaluating KOL interactions, and sharing learnings internally. Successful KOL programs require comprehensive planning and ongoing engagement with a diverse range of stakeholders over the long term.
Visdios is a specialist in key opinion leader management, development, implement process and also manage all kind of KOL solutions across your company. We engage with our valuable customers to get a real understanding of their business requirements.
http://visdios.com/kol-management-india/
All You Wanted to Know about KOL Management.
This is a special issue with a focus on Pharma KOL Management as an introduction to the KOL Management Workshop by Knowledge Media Venturz
Understand how the new regulatory laws and guidelines going into affect in 2012 will have an impact on pharmaceutical companies and the relationship between Medical Science Liaisons and KOLs.
Visdios is a specialist in key opinion leader management, development, implement process and also manage all kind of KOL solutions across your company. We engage with our valuable customers to get a real understanding of their business requirements.
http://visdios.com/kol-management-india/
All You Wanted to Know about KOL Management.
This is a special issue with a focus on Pharma KOL Management as an introduction to the KOL Management Workshop by Knowledge Media Venturz
Understand how the new regulatory laws and guidelines going into affect in 2012 will have an impact on pharmaceutical companies and the relationship between Medical Science Liaisons and KOLs.
KOL Relationship & Brand Building in Pharma MarketingAnjali Makhijani
Key Opinion Leaders (KOLs) in Pharmaceutical Context are the clinical experts who can play a critical role in influencing the opinion and clinical practice of their peers and also the healthcare organizations. Thus it is important to have KOL Management as a part of the Marketing strategy.
KOL Management is a continuous process that involves identifying the right experts who are interested and aligned with your brand/molecule, profiling their key strengths and segmenting them according to their positions, mindset and collaboration preferences etc.
Involving KOLs throughout the product lifecycle helps in instant feedback, building long-term relationships and customer loyalty in a long run.
Decades ago, Peter Drucker was invited to address the senior management team at General Motors, he asked them a simple, but penetrating question: “Why should I buy a GM car?”
Many senior executives attempted to answer that simple question but, nobody was able to give a convincing answer! The senior managers at General Motors had unlearnt the art of winning customers by not being able to answer the simple question - “Why should I buy a GM car?” But they kept introducing more and more new models which less and less customers bought. And that was the prelude to GM’s decline and bankruptcy.
That question still resonates for every business including Indian Pharma. I wonder how many field sales people - Medical Reps and their managers can answer the question - Why Should the Doctor Rx Your Product? Having a clear answer to that question is the key to winning customers - be they doctors, chemists, distributors or hospitals.
As companies grow larger, hierarchies are created and sales processes like CRM/SFA evolve and become embedded. In the absence of a dynamic top leadership, hierarchy and processes become rigid and difficult to change even though rapidly changing market dynamics demand that they do. Bureaucracy slows down customer-centric decision making and inaction becomes part of the organisation's culture. The emphasis shifts from developing employees and winning customers to launching products and hitting numbers.
Peter Drucker rarely blamed individuals; he saw root causes in the design of organizations—in their structures, processes, norms, and routines. He would ask leaders a few provocative questions: “What is your mission? What should you stop doing? Where has the drive for short-term efficiencies undermined long-term effectiveness? What should be your objectives and guiding principles?”
A 72-hour M&A case competition on whether Whole Foods Market should be taken private by The Blackstone Group, or seek out strategic partners in order to alleviate sliding margins and increased competition in the US organic and natural foods market.
Our solution, a strategic merger with Publix Super Markets and a public health-focused growth strategy was well-received by the judges from Guggenheim Partners.
Method, tools and recommendations to boost Medical Science Liaisons Competence and performance.
Presentation of best practices to manage key opinion leaders
Aligning the Activities and Goals of Field Based Teams for
Strengthened Corporate Sustainability
• Examining the disconnect between field based medical and corporate initiatives
• Acquiring and synthesizing field insights to drive clinical and corporate decision-making
• Demonstrating value of the expensive MSL and Advisor roles to the company
The Medical Science Liaison role is growing and being utilized in a number of various ways by different companies. This presentation discussed how they are being utilized.
KOL Relationship Management in Pharma & Devices - Workshop HighlightsAnup Soans
Inside this Issue:
1. Sales Managers: Avoiding Irrelevance in Joint Field Work by K. Hariram
How to ensure that joint field work adds real value to the MR’s daily routine
2. Social Network Analysis for KOL Discovery by Salil Kallianpur
Identifying KOLs through their influence on the social network they are a part of
3. The Art and Science of KOL Management by Dr. Viraj Suvarna
Deep-dive into the art and science of identifying, selecting and engaging KOLs
4. A CEO’s perspective on KOL Management by K. Hariram
Identifying KOLs based on long-term strategy, not short term goals
5. Special Feature: How to Train Your Reps by Prof. Vivek Hattangadi
Applying Cognitive Load Theory to make training effective for your medical reps
6. No Admission! by Rakesh Tiwari
Why Reps are increasingly finding it difficult to get a foothold in the Doctor’s clinic
7. Snippets from a Pharma Field Force Veteran by Anirudha Sengupta
A veteran shares his experiences and insights on pharma sales
8. Uncertainties in Pharmaceutical Distribution Channel with Reference to Availability of New Products
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
Case Study, using fictional “Gray’s Cookies” brand to complete a business review, which is the first stage of our overall Beloved Brands planning process.
MENA’S HEALTH STARTUPS Unlocking the path to scale &
the future of healthcare .
Authors: William Altman, Habib Haddad, Elias Boustani, Kia Davis and Jamil Wyne.
For more information on this report or the Wamda Research Lab please contact research@wamda.com.
How is COVID-19 Reshaping the role of Institutional strategy? By.Dr.Mahboob KhanHealthcare consultant
While workers around the globe are keeping essential services running, it is imperative for business leaders, particularly senior strategy executives, to reflect on the lasting implications of COVID-19 and what they can do to best position their people, their businesses, and society to recover and thrive in the long term. Five key shifts can help chief strategy officers (CSOs) successfully guide their organizations through the pandemic.
KOL Relationship & Brand Building in Pharma MarketingAnjali Makhijani
Key Opinion Leaders (KOLs) in Pharmaceutical Context are the clinical experts who can play a critical role in influencing the opinion and clinical practice of their peers and also the healthcare organizations. Thus it is important to have KOL Management as a part of the Marketing strategy.
KOL Management is a continuous process that involves identifying the right experts who are interested and aligned with your brand/molecule, profiling their key strengths and segmenting them according to their positions, mindset and collaboration preferences etc.
Involving KOLs throughout the product lifecycle helps in instant feedback, building long-term relationships and customer loyalty in a long run.
Decades ago, Peter Drucker was invited to address the senior management team at General Motors, he asked them a simple, but penetrating question: “Why should I buy a GM car?”
Many senior executives attempted to answer that simple question but, nobody was able to give a convincing answer! The senior managers at General Motors had unlearnt the art of winning customers by not being able to answer the simple question - “Why should I buy a GM car?” But they kept introducing more and more new models which less and less customers bought. And that was the prelude to GM’s decline and bankruptcy.
That question still resonates for every business including Indian Pharma. I wonder how many field sales people - Medical Reps and their managers can answer the question - Why Should the Doctor Rx Your Product? Having a clear answer to that question is the key to winning customers - be they doctors, chemists, distributors or hospitals.
As companies grow larger, hierarchies are created and sales processes like CRM/SFA evolve and become embedded. In the absence of a dynamic top leadership, hierarchy and processes become rigid and difficult to change even though rapidly changing market dynamics demand that they do. Bureaucracy slows down customer-centric decision making and inaction becomes part of the organisation's culture. The emphasis shifts from developing employees and winning customers to launching products and hitting numbers.
Peter Drucker rarely blamed individuals; he saw root causes in the design of organizations—in their structures, processes, norms, and routines. He would ask leaders a few provocative questions: “What is your mission? What should you stop doing? Where has the drive for short-term efficiencies undermined long-term effectiveness? What should be your objectives and guiding principles?”
A 72-hour M&A case competition on whether Whole Foods Market should be taken private by The Blackstone Group, or seek out strategic partners in order to alleviate sliding margins and increased competition in the US organic and natural foods market.
Our solution, a strategic merger with Publix Super Markets and a public health-focused growth strategy was well-received by the judges from Guggenheim Partners.
Method, tools and recommendations to boost Medical Science Liaisons Competence and performance.
Presentation of best practices to manage key opinion leaders
Aligning the Activities and Goals of Field Based Teams for
Strengthened Corporate Sustainability
• Examining the disconnect between field based medical and corporate initiatives
• Acquiring and synthesizing field insights to drive clinical and corporate decision-making
• Demonstrating value of the expensive MSL and Advisor roles to the company
The Medical Science Liaison role is growing and being utilized in a number of various ways by different companies. This presentation discussed how they are being utilized.
KOL Relationship Management in Pharma & Devices - Workshop HighlightsAnup Soans
Inside this Issue:
1. Sales Managers: Avoiding Irrelevance in Joint Field Work by K. Hariram
How to ensure that joint field work adds real value to the MR’s daily routine
2. Social Network Analysis for KOL Discovery by Salil Kallianpur
Identifying KOLs through their influence on the social network they are a part of
3. The Art and Science of KOL Management by Dr. Viraj Suvarna
Deep-dive into the art and science of identifying, selecting and engaging KOLs
4. A CEO’s perspective on KOL Management by K. Hariram
Identifying KOLs based on long-term strategy, not short term goals
5. Special Feature: How to Train Your Reps by Prof. Vivek Hattangadi
Applying Cognitive Load Theory to make training effective for your medical reps
6. No Admission! by Rakesh Tiwari
Why Reps are increasingly finding it difficult to get a foothold in the Doctor’s clinic
7. Snippets from a Pharma Field Force Veteran by Anirudha Sengupta
A veteran shares his experiences and insights on pharma sales
8. Uncertainties in Pharmaceutical Distribution Channel with Reference to Availability of New Products
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
Case Study, using fictional “Gray’s Cookies” brand to complete a business review, which is the first stage of our overall Beloved Brands planning process.
MENA’S HEALTH STARTUPS Unlocking the path to scale &
the future of healthcare .
Authors: William Altman, Habib Haddad, Elias Boustani, Kia Davis and Jamil Wyne.
For more information on this report or the Wamda Research Lab please contact research@wamda.com.
How is COVID-19 Reshaping the role of Institutional strategy? By.Dr.Mahboob KhanHealthcare consultant
While workers around the globe are keeping essential services running, it is imperative for business leaders, particularly senior strategy executives, to reflect on the lasting implications of COVID-19 and what they can do to best position their people, their businesses, and society to recover and thrive in the long term. Five key shifts can help chief strategy officers (CSOs) successfully guide their organizations through the pandemic.
Successful companies are marked out by the strength of their culture. How can you actively shape your culture and turn it to your competitive advantage?
Explore about OKRs and difference between traditional and agile performance management :https://upraise.io/blog/traditional-vs-agile-performance-management/
Finding it hard to track the performance of employees? Install UpRaise for Employee Succes Jira OKR plugin With OKR Goals, Continuous Feedback & Performance Reviews. Know More: https://upraise.io/agile-performance-management-add-jira/
The Ultimate Guide to Quality Software Through OffshoringcoMakeIT
Over 80% of the world largest software vendors are already offshoring their software development. It has been an immensely effective go-to solution for ISVs at various stages of growth. Several factors come into play when deciding on offshoring software development. This book will answer all your offshoring related questions such as:
How does Software Offshoring fit in your strategy?
What is the impact on quality?
What would the ROI be?
How is offshoring implemented?
How do you resolve issues related to people, processes and projects?
These and several other concerns are addressed through a series of six best practices to make software offshoring an easy and achievable endeavor for every ISV in the world.
CHANGES IN MANAGEMENT LEADERSHIP: TRANSLATING STRATEGIC OPERATIONAL DECISION...Terence Morris
This book details how the Covid-19 Pandemic changed the way restaurant industry managers started to re-invent ways to effectively lead within their organizations. As a former restaurant manager, Morris makes a fascinating contribution to our understanding of the management leadership system through profiling the complex power dynamics in these organizations—explains through a series of case studies why it is not easy to agree to disagree with upper management when entry-level managers must maintain their competitive applicability. Breaking from company culture, leadership styles and organizational effectiveness sometimes disconnects employees from one another and the company’s mission and vision. How do you improve your career with the same company? How can you internally apply for the next promotion?
Finally, what is expected from entry-level managers trying to take the next step, becoming a senior manager. This book can also serve entry-level managers looking for an easy to understand manual about leadership theory and best practices that are essential to the effectiveness of an organizational manager. Not only is this book a great read, but it provides excellent resources to turn to for simulation studies of more complex organizational systems because it creates observations by “moving forward” into the future, of aligning management leadership styles. Whereas some other research manuals attempt to look backwards across history to determine what happened, and how.
The art of building a winning team - Construction Manager ArticleDonnie MacNicol
Donnie MacNicol and Keith Robinson explain how management models can help build productive relationships and manage conflicts effectively. The article can be viewed at the CM magazine site at http://www.constructionmanagermagazine.com/construction-professional/cpd-art-building-winning-team/
Also quoted in an article on Project Leadership development programmes at http://www.constructionmanagermagazine.com/agenda/cm-drops-vincis-empower-training-programme/
1.These create differences across national boundaries that influenc.docxChereCoble417
1. These create differences across national boundaries that influence how people interact, read personal cues, and otherwise interrelate socially.
2. The DMAIC (define, measure, analyze, improve, and control) process is relevant to
3. While these may under perform established products in mainstream markets, they often offer features or capabilities appreciated by some fringe customer group.
4. A leader’s vision should be
5. Short-term objectives assist strategy implementation by identifying measurable outcomes of action plans or functional activities, which can make feedback, correction, and evaluation
6. Power Fund is a long-standing brokerage firm with a great history of high returns and well-managed growth. The managers at Power Fund repeatedly refer to terms like quality, growth, and reliability in the firm's advertisements. This demonstrates managers'
7. This is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises, and making necessary adjustments.
8. This, called kaizen in Japanese, is the process of relentlessly trying to find ways to improve and enhance a company's products and processes from design through assembly, sales, and service.
9. Strategic surveillance must be kept
10. The effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ is
11. Key, routine activities that must be undertaken in each department of the organization are
12. CCC21 stands for
13. Discussion about and agreement on short-term objectives help raise issues and potential conflicts within an organization that usually
14. This idea factor involves following demographic and other broad trends and trying to develop ideas that may be relevant and useful.
15. Organizational culture includes important assumptions shared by members of the organization. These assumptions are often
16. These are also referred to as crowdsourcing or open innovation.
17. Short-term objectives are usually
18. In which type of strategy do functional tactics translate into action designed to accomplish specific short-term objectives?
.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
Term ProjectMGT 4478 Managing in a Global EnvironmentTroy.docxmehek4
Term Project
MGT 4478: Managing in a Global Environment
Troy University
Section Two; Socio-cultural Analysis:
Your organization has reviewed your country study and has decided to go with your recommendation for their initial international expansion. A complete a socio-cultural analysis needs to be completed to determine the entry strategy, financing, human resource needs, suppliers, marketing, pricing and distribution, and organizational structure.
Assignment Criteria:
Write a report (2 – 4 pages, font 12) outlining the socio-cultural factors and discuss any cross-cultural issues that will need to be considered, addressed and understood into for a successful international expansion. You need to use at least three outside sources to complete this assignment. PLEASE remember to cite all your sources; proper citation of your sources is a requirement for this course.
Please support all recommendations with sound reasoning and research.
Your report needs to include but not limited to:
· Demographic Trends
· Population growth
· Age structure & median age
· Life expectancy
· Literacy
· Cultural Analysis
· Language
· Customs and Norms
· Traditions
· Social Institutions
· Where does the country lie within Hofstede’s dimensions
· Family structure
· Religious structure
· Labor organizations
· Informal Trade Barriers
· Barriers that are created by social and cultural factors
· Communication styles
· Negotiating tactics
· Marketing concerns
· Ethical concerns
· Employment practices
· Human rights
· Business practices
The name of the course is Research Methodology (IT 460)
I have an assignment
I wrote a research paper and I proposed a potential methodology for the research. However, my instructor asked me to execute the proposed methodology. Otherwise he will give me 35/50.I need you to execute the methodology of the research paper.
Make up the data.
You can't pick any company of your choice
PLEASE read the methodology part very well.
The interviews will be organized with top managers, who are responsible for recruiting future leaders, in different government and privet sectors, such as Saudi airlines, NCB Alahli Bank Saudi, Saudi Electricity Company, Procter and Gamble Company and Sab Bank.
to make things clear, let me give the steps you follow to apply this methodology
1) Preparing questionnaire
2) Preparing variables for data Coding
3) Data Base Preparation in IBM SPSS Version 22
4) Data Cleaning
5) Data Analysis(Includes Descriptive, Measure of Correlation and Measure of Association)
6) Measure of Correlation (Using Pearson Product Moment as well Multiple Regression )
7) Measure of Association (Using Factor Analysis )
8) Writing Tables
9) Tabulation
10) Graphs
11) Interpretation and Report Writing
12) Miscellaneous (Formatting, Alignment etc)
Review any published research papers it has questionnaire plus data results that includes tables with explanation and analysis. That’s all what I need. I hope you got it what I need
I'm ...
Kol program management and marketing functional trans genomicsDemet G. Sag
KOL Identification,
Leader Choice for the Task,
KOL Network and Workshops
Organizing a KOL Program,
KOL Management,
KOL Reimbursement
Marketing and Business Development
Five Steps to Find your 'Beyond the Pill' Strategyexecutiveinsight
A short window of opportunity exists for pharmaceutical companies to establish indispensable beyond the pill services, which may even help them 'own' particular disease areas.
Market Access for Specialty Products in Latin Americaexecutiveinsight
Executive Insight examines the market access challenges and opportunities specifically for premium, specialty inpatient products in the Latin American (LatAm) region
Beyond-the-pill: how to move from selling pills to value-added solutionsexecutiveinsight
New shores: The shift from selling pills to developing value-added services has only just begun!
Biopharma companies are discovering that compelling and aligned services underpinned by a core strategy are providing them with distinctive competitive advantages.
Market Access - Getting ready for Personalized Medicine!executiveinsight
A presentation outlining the potential gains, pitfalls and strategies needed to realize the value in Personalized Medicine (Companion Diagnostics, Therapies).
Market Access - Getting ready for Personalized Medicine!executiveinsight
A presentation outlining the potential gains, pitfalls and strategies needed to realize the value in Personalized Medicine (Companion Diagnostics, Therapies).
Many pharmaceutical companies still prefer to deal with their stakeholders one-by-one in a controlled way. They are often at their most comfortable dealing with clinical opinion leaders, talking about the benefits of their products. But are they missing a trick?
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Recruiting in the Digital Age: A Social Media Masterclass
10 essential questions for successful kol management
1. 10 Essential Questions for
Successful KOL Management
How you can optimise the working relationship
with KOLs in a way that benefits all parties
1
2. Introduction
Here we present 10 essential
questions for successful KOL
management in today’s
pharmaceutical environment.
Successful Key Opinion Leader (KOL) management
is more complex and more strategic than ever for
the pharmaceutical industry. The increased
complexity comes as a result of a rapidly evolving
regulatory environment with new decision makers
appearing alongside ‘traditional’ KOLs (e.g. top tier
physicians). Meanwhile the importance of KOL
management has increased due to the multifaceted
nature of achieving reimbursement and gaining
market access for pharmaceutical products.
Here we present 10 questions to ask yourself when
planning your KOL management strategy. In
questions one to five, we first ask who you should
reach out to and what to aim for with a KOL
management programme. In the following
questions we will examine how you can optimise
the working relationship in a way that benefits all
parties involved.
2
3. Do you know how you want to undertake
your KOL programme?
1) Have you defined what “KOL”
means?
Before undertaking any kind of KOL mapping
For many years, the term ‘KOL’ has been exercise, you should take time to consider
restricted to physicians and researchers. what types of individuals are influencing the
These are still vital stakeholders but they can environment in which you want to operate.
no longer be considered the only ‘KOLs’.
There are a whole range of other stakeholders Does your definition of KOL capture clinicians
who now have a direct or indirect influence only or does include other stakeholders as
on prescribing decisions. well?
Payers, health economists, experts in politics
and economics and patient groups are just
some examples of stakeholders who must
now be considered alongside top tier
clinicians. Payers, in particular, are now a
dominant force in making crucial
reimbursement decisions.
2) Have you conducted targeted KOL
Remember that there are benefits to targeting
mapping? both established names and rising stars. One
‘key visionary’ on board near the beginning of
As there is a wider range of ‘KOLs’ in today’s a brand’s lifecycle can potentially be the ‘first
healthcare environment, then you need to be champion’ of the product. Meanwhile, there is
even more targeted with deciding which ones usually a much larger pool of ‘rising stars’
to engage with. A KOL mapping exercise whose input can provide a different
should be conducted very early in the product perspective and who may be leading the
lifecycle, perhaps through a specialist debate in the area in a few years.
company with contributions from your own
sources, such as sales force, affiliates and Have you conducted comprehensive KOL
existing KOLs. The mapping process will mapping which takes the future into
segment KOLS, often by factors such as consideration as well as the present?
region, role and experience.
3
4. 3) Have you considered the KOL
network, not just the individual?
When conducting your KOL mapping,
While it is important to consider who the incorporate an evaluation of how the
individual KOLs are, it is also essential to individuals and groups within your findings are
consider the ‘networks’ in which they operate. connected, with each other and with other key
Understanding how people and groups are stakeholders. This may also result in
interconnected, and which channels efficiencies in terms the number of KOLs you
information is shared through, can be need to target.
extremely beneficial to knowing where and
Does your assessment of KOLs go beyond the
how you can participate in the conversation.
individual stakeholder and include the
networks they move in?
4) Have you defined a long-term KOL
strategy through the product
lifecycle?
Most pharmaceutical companies are aware of Try to identify how your goals and
the importance of identifying the right KOLs requirements will change throughout the years
and invest the appropriate time and resource (and what will stay the same), and how the
to try and achieve this. However, not all goals and needs of your selected KOLs may
companies do invest sufficient time and alter also. Implement simple planning tools
resource into devising a working plan of that will create a degree of alignment in
action with these KOLs that spans the entire interacting with KOLs cross-functionally and
lifecycle of a product. over time.
Although most KOL management is currently Have you considered potential scenarios five
conducted at therapy level, it is also wise to or even ten years from now and which other
consider the overall needs of the company KOLs may become relevant in that time?
whilst planning your strategy. Your group of
KOLs may change over time, but there will be
a handful of key contacts who remain ‘anchor-
points’.
4
5. 5) Are you willing to build a genuinely
collaborative approach?
Try to incorporate KOL feedback at all phases
Interestingly, what KOLs desire most from of the product lifecycle and demonstrate to
industry relationships is genuine contribution them how their feedback has been put into
and involvement. It is likely that the practice. Consider their personal drivers and
pharmaceutical industry feels exactly the skillsets when planning activities.
same way, but too often interactions with
Such a relationship is more rewarding for both
KOLs are conducted on a transactional basis –
parties and can provide insights and
i.e. payment for delivery of a specific service.
understanding beyond a singular focus on a
A genuine collaborative approach is aided by particular drug.
long-term relationships established between
Are you committed to building genuine
specific staff within the company and the KOL,
collaborative relations?
but turnover of personnel can sometimes
make this a challenge.
6) Do you have a team dedicated to
KOL management?
The ideal situation is a network of dedicated
To forge a genuinely collaborative approach managers who are assigned to KOLs at both
with KOLs, ideally there should be long-term the global and national levels. The
relationship holders within the company. implementation of an internal management
You should consider which team or individuals system to maintain long-term contact is also
are best suited to manage KOL relationships. recommended and should be a fundamental
The medical affairs team is often considered element of a long-term KOL strategy. Finally,
the most suitable relationship holder, but it is the implementation of clear and consistent
important to keep marketing involved if processes is key to ensure a sustainable
considered appropriate within your local approach.
regulatory environment. With the evolving Do you have dedicated relationship holders
background of KOLs, such as those involved in who have established excellent working
market access, transparency across functions relationships with KOLs?
is crucial.
5
6. 7) Do you use technology to optimise
KOL interactions?
Technology can play an important role at
every stage of KOL management. During your Technology can also provide creative solutions
planning process and KOL mapping you can for KOL engagement. An example is virtual
use technology to map and visualise KOL advisory boards, which can constitute a one
networks. stop online shop for materials and information
sharing before and after the meeting itself.
An internal customer management system will
help you to assess your KOL relationships’ Have you considered how technology can
simplify and improve your KOL programmes?
evolution, to track information and to
coordinate the flow of information across the
company. It also helps you to track and
measure outcomes of the interaction.
8) Will you remunerate appropriately and
transparently?
In the US, the Sunshine Act will mandate the
You need to ensure any fees reflect fair market
reporting of all payments of more than $10
value and expenses are not unnecessary or
between pharmaceutical companies and
extravagant. And even if your company is not
healthcare professionals in the US by 2013.
currently bound by regulations of financial
Some companies have already voluntarily
disclosure, act as if it is – it will almost
begun declaring physician payments. Similar
certainly happen soon.
regulation is being implemented throughout
Europe. Have you agreed internally what the rules are
for remuneration? Do you have a system in
The immediate reaction from industry and KOLs
place that makes all payments transparent?
alike may be to veer too heavily on the side of
caution. Already companies are reporting
drastically reduced response rates to offers of
work.
This puts the onus on pharmaceutical
companies to set appropriate levels of
remuneration. It is not wrong to pay your KOLs
for their time and expertise and to reimburse
them appropriate expenses.
6
7. 9) Do you have a way to measure and Here are several examples of potential metrics
evaluate KOL interactions? for a KOL management programme:
Number of interactions between the KOL
Being able to measure success is vital,
and the company during a specific period
particularly in a time when budgets are under
KOL response time, which will point to the
more scrutiny than ever. However, much of
effectiveness of current projects and will
the process of KOL management is relatively
be a useful indicator for planning future
intangible – factors such as quality of
events
relationship and impact of that relationship on
Time taken to build a new KOL
your brand or company, are difficult to
relationship
accurately gauge. However, there are
KOL’s satisfaction with the collaboration
elements you can monitor and accurately
record and it is important that you decide Have you considered these and other metrics
what these will be, so that you have a to measure the success of your KOL
benchmark to compare against. programmes?
10) How will you share learnings internally?
While it is important to have a team or
After each KOL interaction, the company staff
individuals who own the KOL relationships, it
can log the data into appropriate systems to
is vital to ensure those relationships don’t
ensure the information is converted into useful
exist in silos. Cross functional working and
insights and distributed to the relevant
information sharing is essential and needs to
personnel within the company. Rapid sharing
happen in a timely and consistent manner.
of information and best practice internally will
Utilising technology can help teams to share help other teams to make appropriate
activities and developments with KOLs as they decisions.
happen, for example through reports,
Are all your teams who work with KOLs
dashboards and alerts. This can provide a
sharing information in a transparent and
consistent way to ensure interactions with
timely way?
KOLs are captured comprehensively.
7
8. Contact
If you would like to discuss further or need more information, please contact:
Marc Pesse
Mobile: +41 79 639 52 43
m.pesse@executiveinsight.ch
Marion Menozzi-Arnaud
Mobile: +41 79 415 94 34
m.menozzi@executiveinsight.ch
Executive Insight AG
Metallstrasse 9
6304 Zug
Switzerland
Tel. +41 41 710 71 63
info@executiveinsight.ch
www.executiveinsight.ch
8