KOL-管理.ppt

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1、Level 1 KOLs Level 2 “HCPs*”Policy forming bodies .e.g. Reg. Authorities/ WHO etc.ConsumersLevel 3Level 2Level 1Level 3 Primary CareKOL is the top level (Priority)* Healthcare ProfessionalsWho are Key Opinion Leaders (KOLs)? The significant center of your professional relationship development They a

2、re healthcare professionals who have the ability to influence others, due to their experience, seniority, position and reputation. those respected individuals who take an active lead in the thinking, discussion and shaping of clinical practice at local, regional or global level and whose views influ

3、ence prescribers and other healthcare workers. International/domestic/localWhether or not someone is an KOL? What is their sphere of influence within department or hospital and is it local, national or international?What is their sphere of influence with respect to publications / editorial boards?Wh

4、at is their sphere of influence with respect to local / national / global committees?Who or what influences them - people / authorship of publications / data etc?What is their current involvement with GSK ?trials / adviser / speaker etc? Exercise I:Pls give a brief introduction of a KOL that is in y

5、our database.Whether a particular KOL is appropriate?What value can they add for GSK? What could GSK use them for? Who do they speak for: GSK / competitors / healthcare authorities / community?What are their current views on our therapy strategies? What are their current views on specific drugs - GS

6、K / competitors?How up to date are they with new data? Does money / power or status influence / motivate this person? How do their colleagues view this person? What are their current views on GSK as a whole? Is there any baggage that it would be useful to know about and need to take into account?Are

7、 there any other issues that might affect this relationship with GSK?How receptive might they be to getting closer to GSK? Finding and managing KOLs Wide database of KOL contacts and process in place good understanding of competitor KOL activity relationships with “Non supportive KOLs” Roles and res

8、ponsibilities identification Consolidating and agreement on KOL developing plan Reaching new contacts Involvement of senior managementKOL Development StrategiesStageBasic needsPotential needsTacticsHoney-moonProduct profilesPersonal careRelationship buildingGrowthGSK profilesFavorable careSpecial ca

9、reStableGSK vision is in line with personal visionPersonal developmentWin-win partnerKey Communications1、Off-shore Conferences Pre-planned timetable for events into the medium term future Programme details available Have working standards Before the itinerary During the itinerary After the itinerary

10、3、Projects sponsorshipTo strengthen the GSK profile as a key supporter or as serious player in the particular therapy area.Cost: Independent Meetings Personnel costs Presentation/publication support2、SamplingObjectives: Hospital listing Individual experience Brand buildingLong-term planningTargeting

11、Key Learning / Top Tips Respond promptly with imagination and flexibility Rapid and fully-considered review before responseEnsure the strategy with respect to any data and publications arising are clear and agreed4、Direct MailingContent: Publications Overseas Alerts Research/ Projects Minutes Intera

12、ctive ProgramRelease: post mailing internetKey Learning / Top TipsScientific communication under promotion program and follow-up trackingTimeline management5、Round Table MeetingRound Table MeetingAdvisory Board MeetingObjectivesFor new data development, GSK can work more closely with a selection of

13、HCPsGSK strategically planning & consolidatingOutputsguidelines supplementinformation for internal use initiation of specific projects or activitiesParticipantsMix profile for purpose of clarityIn line with GSK thinkingTop level KOLs with close relationship with GSKTopicsan issue of the moment which

14、 requires some debatePlanning updatingConcept testingarrangementone off meetingConsistentchairindependent coordinator (GSK may co-chair)GSKKey Learning / Top Tips Dont expect to drive the outcome of a Round Table meeting, further than identifying the participants and drafting the agenda. Planning an

15、d briefing the chair is the key, as it is difficult to change the direction of the meeting once it is in motion.KOL Management EvaluationAnalysis and differentiatingAdd-value managementLifecycle ManagementThanks!CASE STUDY王教授是本市最著名一家医院心内科主任，是重要的学术带头人，在本市的影响力比较大，但很忙。王教授与医药公司的关系都比较好，每年应不同公司的邀请参加国际会议。GSK文迪雅、速碧林、乐息平在本市的几次重要的学术会议请他为主席或讲者。其他没有更多的合作与联系。问题：评估王教授是否能成为GSK KOL/或补充收集哪些信息？如何为王教授制订KOL发展计划？