Transcription
Strategic KOLEngagementPlanning For a betterEfficacy & EfficiencyConceptsMethods&ToolsPosition PaperMay 2019Smart PharmaConsultingSmart Pharma Consulting
Table of Contents1. Introductionp.32. Strategic KOL Engagement Planningp.4 Introductionp.4 Benchmarking studyp.6 A 4-step approach (Introduction)p.14̶Objective settingp.16̶KOL selectionp.19̶KOL engagementp.27̶KOL engagement & monitoringp.373. ConclusionsStrategic KOL Engagement Planning for a better Efficacy & Efficiencyp.412May 2019Smart Pharma Consulting
1. IntroductionThis position paper proposes guidelines to help pharmaceutical companies partnerwith KOLs to better support the development and the marketing of their productsContext & Objective KOLs1 are part of the means used by pharma companies to:– Develop their products through pre-clinical and clinical trials– Disseminate information (scientific, medical, therapeutic, etc.) to raise health authorities,payers, HCPs (Health Care Professionals), PAGs (Patient Advocacy Groups), individualpatients awareness to optimize the positioning and the usage of their products This position paper:– Reviews the best practices in terms of KOL engagement– Proposes a simple but rigorous approach and – a set of practical tools to recruit, engage and manage KOLsThis position paper has been written, assuming that it is not illegal nor reprehensible to collaboratewith medical thought leaders to influence other stakeholders opinion and behavior vis-à-visa medical practice or a given medicine, provided it is in the best interest of patients1Sources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & Efficiency3In this position paper, the definition of KOL is limited to influential physiciansMay 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningIntroductionKOLs have the potential to influence their peers, but also other stakeholders in aspecific area, at global, international, national and local levelsWorking definitions (1/2)KOL (Key Opinion Leader)Pyramid of influence & types of influencers KOLs are also called: Key Experts, Key TherapeuticArea Experts, Key Scientific Experts, ThoughtLeaders, Influencers, depending on the companies KOLs are recognized physicians with an expertisein a specific field (e.g. oncology, endocrinology,epidemiology, biostatistics, etc.) and can influence the opinion and the medicalpractice (e.g. treatment scheme, prescribing habits,preference for a given product, etc.) of their peers(specialists or GPs) KOLs contribute also to modify medical guidelineswhen they are members of learned societies or whenthey advise health authorities Their influence can be global, international, nationalor local Other stakeholders are also considered as KOLs tiesInternationalKOLsJournalistsPAGsNational & Local KOLsPharmacistsNursesPractitioners (specialists or GPs)Other stakeholders than physicians likely to have an influenceon medical practices and on physicians opinion and behavior1Sources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & EfficiencyPoliticians4Such as members of governments, of health authorities, of learned societies,of patient advocacy groups, journalists, pharmacists, nurses, etc.May 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningIntroductionStrategic KOL Engagement Planning is essential for pharma companies to ensure aneffective, efficient and sustainable relationship with KOLsWorking definitions (2/2)KOL EngagementStrategic KOL Engagement Planning KOL engagement is a process in which pharmacompanies build and maintain constructive andsustainable relationships with KOLs Considering the increasing complexity of thepharmaceutical environment and of pharmacompanies organizations 1, it is essential to plan andorganize the interactions with KOLs KOL engagement is essential for understandingtheir wants and needs; and may result inimplementing ideas that benefit both KOLs andpharma companies Thus, pharma companies should develop StrategicKOL Engagement Plans to ensure, as a generalrule, that KOL Engagement initiatives:‒ Support the Critical Success Factors (CSF) tofulfill the corresponding Strategic Imperatives(SI) of the related product Engaging with KOLs occurs when pharmacompanies want to consider the views andinvolvement of KOLs in making and implementing ascientific or medical decision which might have an indirect business impact‒ Are put in a mid- to long-term perspective tobuild a sustainable win-win relationship Pharma companies should initiate open, two-waydialogue, seeking solutions to issues of mutualinterest‒ Are carried out in a coordinated manner acrossthe company departments and from headquarterto affiliates to guarantee an optimal efficiency1 People fromSources: Roche internal documents (2015) – Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & Efficiency5May 2019different departments (e.g. medical, marketing, sales, etc.)can be in regular contact with the same KOLSmart Pharma Consulting
2. Strategic KOL Engagement PlanningBenchmarking studyMore and more pharma companies are adopting an integrated strategic approach oftheir relationship with KOLs, based on their product position on their life cycleTypes of KOL engagement According to a study carried out in 2017 by ArxResearch, through interviews of 47 executives frommedical departments of 34 life science organizations,across 15 countries:– 70% of companies indicate that their strategy toengage with KOLs is based on the position of theproduct on its life cycle, while the remaining 30%adopt an ad-hoc approach– 24% of surveyed companies engage with KOLsduring pre-clinical phases of the productdevelopment and – 41% begin developing relationships at phase IIIof their product life cycle, or after KOLs exposed to early research and developmentphases will better support the products due to:– A better understanding of the underlying science– A better commitment and interest in outcomesKOL engagement approachAd-hocapproach30%70%Productlifecycle- basedapproachKOL engagement according to product lifecyclePre-clinical phasesClinical phases I & IIClinical phase III & launch24%35%41%Sources: Arx Research (2017) – Smart Pharma Consulting analysesStrategic KOL Engagement Planning for a better Efficacy & Efficiency6May 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningBenchmarking studyThe strength of KOL engagement will strongly depend on the quality of scientificevidence related to the product as well as on corporate and product perceptionKOLs engagement & Influencing factorsGlobal & International KOLsengaged at Phase III and Launch phase From preclinical to phase II studies, Global KOLs areengaged to carry out scientific and clinical activitiesLaunch phase At phase III level, Global, International and NationalKOLs are mainly involved in clinical studies and indisseminating scientific information to physicianscommunities44%Phase III While preparing the launch of their products or of newindications, pharma companies may engage KOL tosupport the preparation of the marketing authorizationand of the price & reimbursement dossiers56%Factors influencing KOL relationships At launch time, pharma companies usually shift thebalance of their focus to national and local KOLs The quality of the scientific evidence is critical toestablish strong and effective relationships with KOLsCompetitive landscape4,91Therapeutic area4,95Product recognition5,74Corporate reputation5,86Quality of scientificevidence Corporate reputation and product recognition are alsoessential to expect a clear commitment from KOLsLow 08,002468Sensitivity level10 HighSources: Arx Research (2017) – Smart Pharma Consulting analysesStrategic KOL Engagement Planning for a better Efficacy & Efficiency7May 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningBenchmarking studyThe hybrid and centralized management of KOLs are viewed as optimal byinterviewees as they enable better coordinated and more consistent interactionsKOLs management by pharma companiesKOL Management responsibility at pharma companiesFunctional94%KOL Management organization at pharma *87%11%3%N 3040%55%52%55%38%39%32%27%29%48%33%Medical AffairsClinicalAffairs/OperationsMarketingCurrentN 33R&D Functional and budget responsibility for KOLmanagement are mainly in the hands of MedicalAffairs departments Decentralized organizations are used by 40% ofcompanies but recommended by only 3% of themdue to lack of coordination and consistencySources: Best Practices, LLC (2014 & 2016) based on 33 companies, amongst which: AbbVie, Amgen,Bayer, Genentech, Genzyme, Janssen, Merck & Co, Pfizer, Roche – Smart Pharma Consulting analysesStrategic KOL Engagement Planning for a better Efficacy & EfficiencyOptimalN 298* One respondent considers there is no ideal systemto manage KOLs. It depends on the business needsMay 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningBenchmarking studyIf KOLs services are mainly focused on clinical research, clinical advisory boards anddisease state awareness exchanges; their impact is most often not formally evaluatedMain KOLs services & assessmentMost important services carried out by KOLsEvaluation of KOL Management & EngagementN 28Marketing advisory boardN 2456OtherConsulting opportunities64Off-label discussion66Speaker training21%Return on investment8%KOL utilization level8%78Peer-to-peer presentations83Disease state awareness105Medical advisory boards107Clinical researchNo evaluationKOL feedback114Mean score: 75No formal evaluationNote: Score b ased on the average importance rating (0 to 5) multiplied b y thenumb er of respondents per activity Clinical research support, participation to medicaladvisory boards and disease state awareness areviewed as the most important KOLs activities13%25%29% There is no formal nor systematic measurement ofthe impact of KOLs engagement carried out bymost of the pharma companies from the panelSources: Best Practices, LLC (2014 & 2016) based on 33 companies, amongst which: AbbVie, Amgen,Bayer, Genentech, Genzyme, Janssen, Merck & Co, Pfizer, Roche – Smart Pharma Consulting analysesStrategic KOL Engagement Planning for a better Efficacy & Efficiency9May 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningBenchmarking studyFew of the 8 benchmarked pharma companies have put in place a systematic andformalized process to qualify and select Global KOLsGlobal KOLs qualification & selectionMain criteria to select Global KOLsSkills3Membership to cooperativegroups3Data gatheringProcessFormal processExternal agency if new TA1Scope of influence /Reputation5Involvement in the craftingof guidelines5PublicationsSourcesInputs from affiliatesInternal / external cross-check8Centralized databaseTools02468“In case of doubts, Global Medical Affairs may contact localMedical Affairs to get their own opinion regarding a Global KOL”Note: Behavior & personality has been mentioned byone interviewee, as well as KOLs field of interestSources: Interviews of 8 Senior Medical executives from Bayer, BMS, Celgene, Gilead, Janssen, MSD, Pfizer, Roche– Smart Pharma Consulting analysesStrategic KOL Engagement Planning for a better Efficacy & Efficiency101May 2019Therapeutic AreaSmart Pharma Consulting
3. Strategic KOL Engagement PlanningBenchmarking studyAccording to the spontaneous statements of interviewees, Global KOLs are mainlyengaged to give advice on brand positioning, produce and exchange scientific dataMain objectives while engaging with Global KOLsMain objectives1Objective settingNo formal approach, based on specific KOL expertiseand company needsData generation &exchangeObjective alignment on product StrategicImperatives & Critical Success Factors3No formal alignment / no global visionAlignment on Global Strategic Brand Plan / R&D Plan /Global Medical Affairs PlanType of agreementsBrand positioning5Both types3Mainly Partnership-based-2328Mainly transactional“While engaging with a KOL, we make sure he is interestedby the project on which we want to involve him”0Sources: Interviews of 8 Senior Medical executives from Bayer, BMS, Celgene, Gilead, Janssen, MSD, Pfizer, Roche– Smart Pharma Consulting analysesStrategic KOL Engagement Planning for a better Efficacy & Efficiency3111231 SeveralMay 201945answers possibleSmart Pharma Consulting
2. Strategic KOL Engagement PlanningBenchmarking studyGlobal KOL engagement plans are most often not formalized for each KOL and theirfollow-up over time is far from being systematicGlobal KOL engagement planning & execution follow-upGlobal KOL engagement plansExecution quality follow-upSystem to monitor the implementationof Global KOL engagementsNo5No5Yes3Yes3“We prepare an engagement plan but by project ratherthan by KOL. We engage a KOL to carry out a project”“In Europe, it is difficult to evaluate the performance of KOLs.It should be fact-based and not a judgement”Main difficulties while engaging with Global KOLsPoor internal alignment and multiple contact pointsOverbooked and overused KOLsSources: Interviews of 8 Senior Medical executives from Bayer, BMS, Celgene, Gilead, Janssen, MSD, Pfizer, Roche– Smart Pharma Consulting analysesStrategic KOL Engagement Planning for a better Efficacy & Efficiency12May 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningBenchmarking studyThe effective KOL management requires a cross-functional team working in the samedirection, in a coordinated manner, with the help of a shared information systemStrategic KOL Management components Coordinates interactionswith KOLs Oversees the managementsystem Guarantees the quality ofthe collaborationCoordinator(Primary Contact Point)KOL ManagementSystem & PlatformCross-functionalStrategic Team Stores information relative to:̶ KOLs profiles̶ KOL engagement plans̶ KOL interactions Limits the access of certain medicalinformation to commercial collaborators 1 Gathers and analyzes information2across access, medical and commercialdepartments Prioritizes the activities to be carried outby individual KOL according to theproduct needs and the KOL profileSources: Best Practices, LLC (2014 & 2016) based on 33 companies, amongst which: AbbVie, Amgen,Bayer, Genentech, Genzyme, Janssen, Merck & Co, Pfizer, Roche – Smart Pharma Consulting analysesStrategic KOL Engagement Planning for a better Efficacy & Efficiency131 WheneverMay 2019required by the compliance rules – 2 Internal and external sourcesSmart Pharma Consulting
2. Strategic KOL Engagement PlanningA 4-step approach (Introduction)The following 4-step approach is proposed to ensure an effective and efficientStrategic KOL Engagement PlanningA 4-step approach Relationships with KOLs shouldbe defined according to the setobjectives1Objective setting Then, the prospective KOLsshould be profiled and targetedMonitoring42KOL Selection Once KOLs have been selected,their interactions with the pharmacompany and the activities theyare expected to carry out shouldbe defined and formalized in anengagement plan The execution of the plan shouldbe carefully monitored with thehelp of KPIs (Key PerformanceIndicators) and of KEIs (KeyExecution Indicators)3KOL EngagementSources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & Efficiency14May 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningA 4-step approach (Introduction)At each step, the following key questions should be carefully answered to ensure theproper implementation of the proposed Strategic KOL Engagement Planning processKey questions to be answered by key step What do we expect from KOLengagement? How to measure theimpact of KOLengagement vs. theobjectives and KOLsatisfaction?1 What do KOLs expect from us?Objective settingMonitoring Which interactionsshould be carried outwith KOLs to reach theset objectives?42KOL Selection Who are the KOLs wewant to engage with?3KOL Engagement Why do we want toengage with them?Sources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & Efficiency15May 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningObjective settingThe global objectives set for KOL engagements should contribute – directly orindirectly – to meet the brand strategic objectives, irrespective of its life cycle positionStrategic alignment1Strategic Brand Plan(2020 – 2023)Brand Strategic ObjectiveStrategic ImperativeAStrategic ImperativeBStrategic ImperativeCCSF1 A1CSF B1CSF C1CSF A2CSF B2CSF C2CSF A3CSF C3The global objective of KOL engagements must supportone or several CSFs and thus, contribute to fulfillthe strategic imperatives to reach the Brand Strategic Objective1Sources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & Efficiency16May 2019Critical Success FactorSmart Pharma Consulting
2. Strategic KOL Engagement PlanningObjective settingBefore defining the KOL Engagement Plan, specific objectives by KOL, consistentwith the Brand Strategic Objective, must be setGlobal vs. individual objective setting1Global objectivesDefine precisely what is expected from KOL engagement,in terms of direct or indirect benefits for the brandunder development or marketed by the pharma companyIndividual objectives set by KOLKOL 1KOL 2KOL 3KOL 4Define specifically what is expected from each KOL to support the productand what support each KOL expects from the pharma company, on a professional stand pointSources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & Efficiency17May 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningObjective settingThe objective of the KOL partnership and the corresponding activities will depend onwhere the product is positioned on its life cycleExamples of objectives along the product life cycle1Product life cycleR&D and registration phasesResearch & preclinical phasesPhaseIPhaseIIPhaseIIICommercial phaseApprovalPricing &reimbursementMarketingExamples of KOL rolesIdentification of unmetmedical needsPresentation of clinical resultsand of product benefitsto regulators and payersIdentification ofpharmacologicaltargetsProduct awarenessbuilding & influence onprescribing choices 1Participation in medicaleducation programs2Advice on target productprofile and labellingContribution to patientmanagement programs3Real World Data generation/phase IV studiesImplementation of R&D activitiesIIT4Sources: Adapted from GBI Research, Market Rx, by Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & Efficiency3181 Through articles, lectures, etc. – 2 Through Continuous Medical Education (CME) programs –Through projects carried out with patient advocacy groups (PAGs) – 4 Investigator Initiated TrialsMay 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningKOL selectionThe selection phase consists in a 4-step process leading to a pool of KOLs withwhom to engage to benefit (directly or indirectly) the brandMethodology2Selection criteriaKey questionsWhat to do? What are the relevant selection criteria tobe used considering the final objective? Review the relevant criteria (e.g. level of influence,scope of influence, scientific/media awareness,membership of a network, presence in Internet, etc.) Select a limited number of relevant criteria What information should be collected?KOLs profilingKOLs segmentationKOLs selection How to collect and analyze thisinformation? What is the scope of influence and thedegree of interest of the KOL for thebrand and the related disease(s)?119 Identify KOLs networks of collaboration andinfluence (e.g. cooperative groups) Preliminarily define the types of engagement to carryout with the selected KOLs For which kind of engagement?Strategic KOL Engagement Planning for a better Efficacy & Efficiency Map a preselection of KOLs on a matrix according tothe most relevant criteria Select the KOLs Who are the KOLs that should beengaged?Sources: Smart Pharma Consulting Review internal / external databases to qualify KOLs Assess the number of publications, quality of journal,the impact factor, Almetrics1, quotes, lectures duringconferences and congresses, etc.Collects and collates disparate information on the online activity surrounding scholarly contentMay 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningKOL selectionRelevant selection criteria and gathering of accurate and reliable information aboutthe KOLs profiles are of utmost importance to optimize the value of their engagementScreening process (illustrative)2Filter 1Field of expertiseDiscardedphysiciansFilter 2Level of reputation& influence# ofspecialistsDiscardedphysiciansFilter 3Potential nclusion criteriaPre-selectedphysicians Oncology (medical, radiation and surgicaloncology, hematology, brain cancer, etc.) Cardiology (hypertension, arrhythmias, heartfailure, surgery, valvopathy, etc.) Rheumatology (osteoporosis, rheumatoidarthritis, osteoarthritis, psoriatic arthritis, etc.) Technical expertise (design of clinicalstudies, biostatistics, epidemiology, publichealthcare, patients adherence, etc.)Inclusion criteriaPre-selectedphysicians Reputation of the hospital/wardthe KOL works for Reputation of the KOL (based onstatus, honors, publications, etc.) Power of influence (on peers,health authorities, PAGs 1 ) Scope of influence (global,international, national, local) Inclination to communicate(in a neutral or positive way) Communication skills(written and/or verbal)1Sources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & EfficiencyInclusion criteria20May 2019Patient advocacy groupsSmart Pharma Consulting
2. Strategic KOL Engagement PlanningKOL selectionQualification of KOLs should be documented with reliable and real-time data collectedthrough desk research and field research (e.g. interviews of peers, pre-identified KOLs)How to qualify KOLs? (1/2)2What data to collect? EducationHow to collect data?How to analyze data? Internet search, direct search(e.g. university – hospital) Field research (e.g. peers,hospital pharmacists Medical activity/positioninterviews, etc.)(e.g. specialty, medical department, statusin the medical department) Being head of hospital and professor isa plus Reputation of the hospital/teachinghospital or of the private institutionwhere the KOL works should beconsidered Probing by collaborators fromthe medical department (e.g. Teaching activity/positionMSLs 1) and collaborators from(e.g. topics taught, professor, lecturer) Global or International scopes ofother departments of theinfluence are preferable, in general, topharma companies (data could Field of expertise and interestnational or local levels (but it dependsbe stored and shared on a(e.g. specific disease, pharmacologicalon the objective)route, mode of action, medical technique)platform) Membership in learned societies KOL Management vendors(e.g. Truven; KOL, LLC;(titles / positions / activities) and/or inOpenQ; Veeva Systems)more or less structured networks Being a member of the managementboard of a learned society is a plus interms of potential level of influence1Sources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & Efficiency21May 2019Medical Science LiaisonsSmart Pharma Consulting
2. Strategic KOL Engagement PlanningKOL selectionQualification of KOLs should be documented with reliable and real-time data collectedthrough desk research and field research (e.g. interviews of peers, pre-identified KOLs)How to qualify KOLs? (2/2)2What data to collect? Communication activities––––How to collect data?How to analyze data? Review of published scientificarticles (PubMed/Medline, Google The higher the impact factor is, thebetter# articles published (impact rics , peer-/non peer reviewed KOLs should be ideally positionedjournals, principal investigator (PI), etc.) Evaluation of training/teachingas 1st or last author in articles# of training/teaching activities p.a.activities and lectures by A high number of training/teaching(CME3)interviewing peers andseminars and lectures is a pluscollaborators of pharma# of lectures (congresses, symposiums,round tables) The perceived quality of articles,companiestraining, teaching and lecturesPresence on the Internet Google searching for presenceshould be assessedand quotes on the Internet– # of quotes by journalists in current year Partnership activities Review of past performances with Verbal (e.g. lectures, courses) andthe company or its competitorswritten communication (e.g. articles,– Types of activities (e.g. lectures, clinical(e.g. probing by collaborators ofwebsites)investigations, advisory boards)thecompany)– With the company and its competitors KOLs should express their field ofinterest over the long term and their– Potential level of interest (inclination to Interviews of peersexpectations from an engagementsupport the development/the proper usewith the pharma companyof a brand)1Sources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & EfficiencyIt measures the average frequency with which the article has been cited in a particular year. It is used to measure theimportance or rank of a journal by calculating the number of times its articles are quoted – 2 Collects and collatesdisparate information on the online activity surrounding scholarly content – 3 Continuous medical education22May 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningKOL selectionThe following table shows a proposed approach to evaluate and rank candidateKOLs to set up a list of Top Global KOLs, that should be continuously updatedScoring of candidate KOLs2Prof. AProf. BProf. CDr. DPharmacological expertise8060Academic research5900Clinical research5095Clinical practice0069Scientific advisory board88765.23.45.64.0Publication record8543Speaker record3487Communicate skills6657Density of the network5773Sub-total score (B)15.55.56.05.0Impact Index2 score (A x TISEProfiling parametersAWARENESSSub-total score (A)1KOL degree of interestRanking The candidate KOLs can be rankedaccording to their field of expertise,their associated level of recognitionin these fields, and their level ofawareness The KOL degree of interest for theproduct should also be considered The assessment could be done ona 10-point scale based on datacoming from external providers, apanel of peers who will score eachexpert, combined with the internalinsights available at the pharmacompanies level, etc. This approach will help make a firstcut of the Top Global KOLs thatshould be continuously reevaluatedSources: Niche Science & Technology (2016) –Smart Pharma Consulting analysesStrategic KOL Engagement Planning for a better Efficacy & EfficiencyIllustrative123May 2019Average of the marks obtained – 2 [Expertise x Awareness] / 2Smart Pharma Consulting
2. Strategic KOL Engagement PlanningKOL selectionThe proposed matrix is a useful tool to prioritize the KOLs with whom to engage andto pre-define the types of collaboration to carry out with themKOL targeting – Segmentation & selectionHigh The proposed matrix facilitates the finalselection (targeting) of pre-selected KOLsbased on their:AJDBC̶ Impact index (combining their degree ofexpertise and awareness1)Moderate̶ Potential interestEKGF The impact index reflects the KOLs ability toinfluence other stakeholders (i.e. HCPs, policymakers, payers, patients, PAGs) The degree of interest reflects the KOLswillingness to support:LowImpact Index (Expertise x Awareness)2LI– The development of the company brandH– The proper use of the brand, once marketed The network2 of KOLs should also be consideredLowModerateHighPriority 1Degree of InterestPriority 3Not a PriorityNetworks of influence / collaborations amongst KOLs1Sources: Smart Pharma ConsultingStrategic KOL Engagement Planning for a better Efficacy & EfficiencyPriority 224Including on Internet – 2 Network of influence / collaboration amongst KOLsMay 2019Smart Pharma Consulting
2. Strategic KOL Engagement PlanningKOL selectionTo convince KOLs to partner, it is important to consider their expectations and tohighlight the benefits they will draw from it in terms of professional developmentHow to convince KOLs to partner?2What do KOLs wantthrough engagements?What should pharma companiespropose to KOLs? The selection of KOLs should consider the benefitsthey can offer to the pharma companies and thebenefits the pharma companies can offer to them For so doing, the following questions should beaddressed: Based on KOLs professional expectations, pharmacompanies can propose ideas of “win-win”activities to be carried out through engagements The benefits the KOLs will draw in terms ofpersonal awareness and competencedevelopment through the engagement should beemphasized:– Is the KOL yet a partner of the pharma company?– What has been qualitatively and quantitatively his level ofinvolvement?– Opportunity to participate in publication of articles,interviews in media, presentations during congresses,lectures during medical meetings, etc.– What has been his feed-back (level of satisfaction) fromprevious collaborations?– Provide expert opinion/guidance and/or – What is his mid- to long-term professional ambition?– opportunity to participate in clinical research (e.g.clinical trials) or to carry out IITs 1– What does he expect from collaborations with pharmacompanies?– Professional development through the access to recentinformation, to high education programs2, by working innew research/medical areas, etc.– Is he looking for a long-term partnership
Pyramid of influence & types of influencers Sources: Smart Pharma Consulting 2. Strategic KOL Engagement Planning Introduction 4 May 2019 KOLs have the potential to influence their peers, but also other stakeholders in a specific area, at global, international, national and local levels Working definitions (1/2)
