Thought Leader Development For Medical Device Firms
|出版商||Cutting Edge Information||商品編碼||361713|
|出版日期||內容資訊||英文 54 Pages
|醫療設備廠商的意見領袖開發 Thought Leader Development For Medical Device Firms|
|出版日期: 2016年06月30日||內容資訊: 英文 54 Pages||
For success in the medical device industry, strategic relationships with thought leaders are imperative. Medical devices may perform one way in a clinical setting, but companies need to observe and understand how their product works in widespread use. Creating open dialogue with thought leaders provides insight into how patients benefit from the product, how physicians are using it and areas for improvement.
Companies should also foster relationships with thought leaders to access key opinion leaders (KOLs). These relationships provide an opportunity to share new information with leading physicians and provide ample education about a new medical device product. Partnerships can evolve into various levels of interaction, from educational training to advisory board participation to product support. Some relationships with trusted thought leaders may also lead to investigator-initiated trials (IITs). These postmarketing trials often lead to valuable information for the healthcare community and can be key in driving iterative innovation and brand education.
This report examines trends in device manufacturers' thought leader management, drilling down into company-level data to get a picture of how individual teams manage relationships. The structure of this report is as follows:
Chapter 1 examines the importance of building strong relationships with thought leaders, focusing on the unique insight that thought leaders can provide. Thought leaders are particularly keen at addressing the outcomes of an intervention and assisting companies in targeting the information physicians are most interested in surrounding a product. Thought leader relationships also provide companies with an outlet to share educational and promotional information. Chapter 1 details the need for a strategic plan to build thought leader relationships by looking at how relationships are targeted and developed; how teams are organized; and how budgets and compensation structures are allocated.
Chapter 2 highlights the importance of selecting the "right" thought leader. It delves into identifying thought leader qualifications and targeting specific categories of healthcare professionals. The chapter also examines surveyed companies' selection criteria, including years of clinical experience, number of publications, number of speeches and number of advisory boards. One recommendation explored in this chapter is segmenting thought leaders to better tailor thought leader management and development to a specific product; Chapter 2 discusses the factors influencing segmenting. Finally, the chapter also provides information regarding the amount of time thought leaders are expected to dedicate to various activities.
Chapter 3 contains eight company profiles focused on effective strategies for thought leader management. The profiles illustrate each company's thought leader management structure and strategy, including company background, the categories of thought leaders targeted, tiering criteria and budgetary data.