Scheifele Sept09final

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.

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

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.

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.

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


Aligning company & thought leader’s needs and wants

StrategicNeeds

CollaborationMSL’sRole

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

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 …

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

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

http://www.lakemartinvoice.com/wp-content/uploads/holding_20map.jpg

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


Collaboration

StrategicApproach

MSL’sRole

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

identifyyour barriers to giving a greatexperience

http://andyhanselman.com

Company’s Perception

CRA Sales Rep

MSL

Thought Leader

Clearly delineated contacts for different roles

Thought Leader’s Awareness

ThoughtLeader

Company:MedicalMedical

DevelopmentDevelopmentSalesSales

MarketingMarketing

Multiple contacts within same companySome understanding of difference in roles

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

Thought Leader’s Reality

ThoughtLeader

Company:

MedicalMedicalDevelopmentDevelopment

SalesSalesMarketingMarketing

Company:



Company:



Company:



Company:



Company:



The ProblemOpinion Leader Time Span

Product Life Cycle

Team Member Turnover

Products

Functions

Companies

A Team Approach to Thought Leader Engagement

http://www.istockphoto.com File Number: 4034846

http://www.istockphoto.com/

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

Leverage Technology

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

MSL’s Role

Strategic NeedsCollaboration

Leveraging field based MSLs as the primary point of coordination and contact for KOL engagement

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

A Better Experience…

ThoughtLeader



Photo: http://www.flickr.com

Leveraging MSLs as the primary point

of coordination & contact for KOL

engagement

Make the solution easy

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

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