Pharmaceutical Key Opinion Leader Management
This study is designed to help medical affairs teams implement key opinion leader (KOL) development teams to identify and recruit thought leaders and to manage and track relationships. The report’s contents include:
- 179 Pages
- 4 chapters + an Executive Summary
- 95+ graphics
Data have been split by team region:
- European Country-Level
Data have also been split by company size:
- Large pharma
- Mid-size pharma
- Small pharma
- Medical device manufacturers
Top Reasons to Buy this Pharmaceutical Key Opinion Leader Management Report
Benchmark extensive pharmaceutical key opinion leader segmentation data: Compare Tier 1, 2 and 3 pharmaceutical key opinion leader profiles across a wide range of data splits, including five company types and 26 individual therapeutic areas. Examine the most common segmentation criteria among top-performing pharmaceutical companies, including number of publications, years of clinical experience, speaking ability and much more. Weigh the importance of specific criteria in influencing KOL segmentation and fair-market value decisions.
Identify and recruit global, national and regional pharmaceutical key opinion leader: Leverage internal and external expertise to pinpoint up-and-coming pharmaceutical key opinion leader at all levels of geographic influence. Track the number of KOL relationships companies maintain at the global level, as well as within the US and Europe to benchmark your team’s needs. Prepare companywide KOL pools that thrive even after the Sunshine Act’s full implementation.
Create centralized KOL development teams: Explore profiles other top-performing thought leader development teams to structure and right-size your group. Empower teams to maintain pharmaceutical key opinion leader relationships and companywide KOL databases and manage them by assigning centralized ownership. Benchmark pharmaceutical key opinion leader team spending and staffing patterns across global groups, along with US and individual European markets.
Excerpt from Pharmaceutical Key Opinion Leader Management
Maintaining Reasonable Payment Rates and Spending Caps Beneficial for Budgets and Compliance
A large part of maintaining a successful and effective thought leader function is the rapport and relationship with KOLs. As a Company B marketing director said, “I hate the term ‘managing KOLs,’ and I assure you that if you say that to a thought leader, you will damage the relationship.” A strong relationship with a KOL involves give-and-take. It is driven by not only leveraging their expertise and prominence for promotional speeches, but also by including them in clinical trial development and allowing them to conduct their own trials.
While these activities are vital components of the relationship, myriad compliance and ethical factors must be carefully considered. Based on previous Cutting Edge Information research, most companies are prepared for the Sunshine Act’s disclosure requirements and have a system in place for gathering and submitting that information. However, much uncertainty over how this disclosure will affect relationships with KOLs exists. The line being drawn between a physician and a pharmaceutical company will alter how these two groups interact in the future.
Accredited CME programs are currently exempted from the disclosure requirements, but all other payments from the industry to thought leaders must be reported. With this regulation in mind, many companies already have annual compensation limits in place to maintain the integrity of both the individual and the company. Figure 1.27shows the range of physician payment caps among surveyed companies from $10,000 to $150,000. Only 2 out of 11 companies surveyed have annual caps above $100,000 and 7 have caps at or below $50,000. The average cap for surveyed companies is $58,000 per year. A centralized group is vital in preventing the company from exceeding its cap for the year. It also helps in ensuring that caps for individual KOLs are kept in place. For non-dedicated teams, each department should plan for and maintain compensation limits as needed.