scheifele sept09final
DESCRIPTION
KOL talk for CBI conferenceTRANSCRIPT
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Strategic Approach to an Integrated KOL Program
Andrew Scheifele, Ph.D.Executive Director, Regional Medical LiaisonsScientific Affairs, Amgen
The content and opinions expressed in this presentation are solely those of the presenter and do not necessarily reflect those of Amgen. The presenter does not speak on behalf of Amgen.
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What is an Opinion Leader and Why Do We Need Them?
• An opinion leader can be described as a “consumer who exerts a stronger influence on the attitudes and behavior of other consumers than vice versa”1
• Through interpersonal communication and social networks physicians can impact their peers decisions to try and adopt new technology and/or products.2
1Rogers, Everett M. (2003). “Diffusion of Innovations,” 5th Ed., The Free Press, New York.
2Coleman, James S., Elihu Katz, and Herbert Menzel. (1966), “Medical Innovation: A Diffusion Study,” The Bobbs-Merrill Company, Indianapolis, IN
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Some Characteristics of Key Opinion Leaders
• Typically active in research and a specialist within one therapeutic area• >90% are associated with hospitals• ~30% of those are University based
• Average OL has published 7.2 refereed articles in specialty therapeutic area to confirm OL status
Nair, H., Manchanda, P., and Bhatia, T., “Asymmetric Peer Effects in Physician Prescription Behavior: The Role of the Opinion Leaders.” Research Paper Series, Stanford Graduate School of Business, December 2006.
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Key Opinion Leaders Impact Physician Peers Predominantly Through Direct Contact
• Majority of the time is through direct contact (94.5%)
• Types of interactions include– Symposia/Conferences (78%)– Clinical or Hospital Setting (67%)– Published Scientific Articles (32%)
Nair, H., Manchanda, P., and Bhatia, T., “Asymmetric Peer Effects in Physician Prescription Behavior: The Role of the Opinion Leaders.” Research Paper Series, Stanford Graduate School of Business, December 2006.
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Strategic Needs Collaboration MSL’s
Role
Assessing your companies strategic needs for KOLs throughout the product lifecycle
Building a coordinated approach for KOL engagement across functional departments
Leveraging field based MSLs as the primary point of coordination and contact for KOL engagement
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Assessing your companies strategic needs for KOLs throughout the product lifecycle
Aligning company & thought leader’s needs and wants
StrategicNeeds
CollaborationMSL’sRole
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The Potential for Mutually Beneficial Collaborations
Companies Needs:•Researchers•Authors•Speakers•Advisors
Opinion Leader Wants:•Key Clinical Trial Participation•PI Status (National, Regional)•Choice Speaking Opportunities•Choice Advisory Roles
•Insights into pipeline•Clinical trial design•Partner in molecule dev.
•Authorship and/or presentationof significant data
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Option A: Bottom Up “Tactical” Approach – The Easy Solution
Study A
Investigator 1Investigator 2Investigator 3Investigator 4Investigator …
Study B
Investigator 1Investigator 2Investigator 3Investigator 4Investigator …
Ad Board
Advisor 1Advisor 2Advisor 3Advisor …
Publication
Author 1Author 2Author 3
SpeakersBureau
Speaker 1Speaker 2Speaker 3Speaker …
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A Silo-ed, Bottom Up Approach Results in Unbalanced KOL Engagement
3 trials6 publications4 ad boardsMajor Speaker
2 trials No engagement
Thought Leader 1 Thought Leader 2 Thought Leader 3
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Option B: Top Down “Strategic” Approach – More Complex
StudyThought Leader 1
Study
Ad Board
Publication
SpeakersBureau
Study
Study
Thought Leader 2
Thought Leader 3
Thought Leader 4
Thought Leader 5
Thought Leader 6
Ad Board
Publication
Publication
Ad Board
Photo: http://www.lakemartinvoice.com/wp-content/uploads/holding_20map.jpg
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Requirements
• Complete understanding of company’s needs– Communication across stakeholders– Coordination across opportunities
• Internal collaboration– Information sharing across key stakeholders– Developing an sharing integrated engagement plans
• Customer centric– Complete understanding of KOL’s abilities– Complete understanding of KOL’s preferences
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Building a coordinated approach for KOL engagement across functional departments
Collaboration
StrategicApproach
MSL’sRole
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Why an integrated approach?
“executives say that the way their organisations interact with customers will be the greatest challenge in their operations between now and 2010”
Economist Intelligence Unit – Business 2010
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identifyyour barriers to giving a greatexperience
http://andyhanselman.com
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Company’s Perception
CRA Sales Rep
MSL
Thought Leader
Clearly delineated contacts for different roles
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Thought Leader’s Awareness
ThoughtLeader
Company:MedicalMedical
DevelopmentDevelopmentSalesSales
MarketingMarketing
Multiple contacts within same companySome understanding of difference in roles
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Thought Leader’s Perception
DevelopmentLead
Clinical Scientists
Legal/Contracting
Sales Rep (s)
Med Comm
Brand Director (s)
Medical Director (s)
Medical/ ReimbursementCall Center (s)
CRA
CRO (s)
Vendors
MedicalWriting
MSL
Thought Leader
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Thought Leader’s Reality
ThoughtLeader
Company:
MedicalMedicalDevelopmentDevelopment
SalesSalesMarketingMarketing
Company:
MedicalMedicalDevelopmentDevelopment
SalesSalesMarketingMarketing
Company:
MedicalMedicalDevelopmentDevelopment
SalesSalesMarketingMarketing
Company:
MedicalMedicalDevelopmentDevelopment
SalesSalesMarketingMarketing
Company:
MedicalMedicalDevelopmentDevelopment
SalesSalesMarketingMarketing
Company:
MedicalMedicalDevelopmentDevelopment
SalesSalesMarketingMarketing
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The ProblemOpinion Leader Time Span
Product Life Cycle
Team Member Turnover
Products
Functions
Companies
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A Team Approach to Thought Leader Engagement
http://www.istockphoto.com File Number: 4034846
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Create an integrated KOL engagement plan
1) Create a KOL Engagement Team– Key stakeholders that touch KOLs– Clinical Development, Medical Affairs, Marketing
2) Understand all KOL activities – Flush out specific needs of individual functional teams and
product teams
3) Individual planning for top KOLs– Align opportunities for engagement with KOLs strengths
4) Alignment of communications– Where ever possible leverage a primary point of contact– Minimize hand-offs with internal stakeholders
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Leverage Technology
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Beyond CRM: KOL Databases
• Web based solutions+Plug & Play+Less internal resources & startup time– More difficult to integrate with internal systems– May be reliant on database vendor alone for info
• COTS+Behind company firewall+Possible to integrate with other company databases– Increased Internal IS resources to manage– May take considerably more time to design & deploy
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MSL’s Role
Strategic NeedsCollaboration
Leveraging field based MSLs as the primary point of coordination and contact for KOL engagement
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MSLs as Primary Point of Contact
• MSLs Understand the KOL– Past experience– Strengths and preferences– Position to company’s science
• MSLs Understand the Company (if kept informed)– Cross Functional Needs – Strategic Direction – Cross Product Needs
• Opportunities for Engagement– Local asset– Established relationship– Scaleable Bandwidth
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A Better Experience…
ThoughtLeader
Assessing your companies strategic needs for KOLs throughout the product lifecycle
Building a coordinated approach for KOL engagement across functional departments
Photo: http://www.flickr.com
Leveraging MSLs as the primary point
of coordination & contact for KOL
engagement
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Make the solution easy
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Thank you!
_______________________________________________________________Andrew Scheifele, Ph.D. Executive Director | Regional Medical Liaisons | Bone Therapeutic AreaScientific Affairs | Amgen [email protected] | Office 805.447.9659 | Fax 805.480.1254