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市場調查報告書

醫療設備廠商的意見領袖開發

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
商品交期: 最快1-2個工作天內
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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
簡介

本報告提供醫療設備廠商的意見領袖經營管理趨勢的相關調查,意見領袖的關聯性,意見領袖的資質,及意見領袖經營管理簡介等彙整資料。

目錄

摘要整理

為了更深地理解產品而與意見領袖建立關係

  • 意見領袖開發隊的定位、資源配置
  • 意見領袖開發隊的人員編制

意見領袖的資質的特定

  • 讓意見領袖與產品適配的醫生資質檢討

意見領袖經營管理簡介:為了與關鍵意見領袖協作,實行有效的策略

圖表

目錄
Product Code: PH234

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.

USE OF THIS REPORT

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: BUILDING RELATIONSHIPS WITH THOUGHT LEADERS TO GAIN DEEPER PRODUCT UNDERSTANDING

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: IDENTIFYING THOUGHT LEADER QUALIFICATIONS

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: THOUGHT LEADER MANAGEMENT PROFILES: IMPLEMENTING EFFECTIVE STRATEGY TO PARTNER WITH KEY OPINION LEADERS

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.

Table of Contents

  • 5 Executive Summary
  • 8 Study Methodology
  • 9 Study Definitions
  • 10 Building Relationships with Thought Leaders to Gain Deeper Product Understanding
  • 11 Positioning and Resourcing Thought Leader Development Teams
  • 18 Staffing Thought Leader Development Teams
  • 22 Identifying Thought Leader Qualifications
  • 23 Considering Physicians' Qualifications to Match Thought Leaders To Products
  • 38 Thought Leader Management Profiles: Implementing Effective Strategy to Partner with Key Opinion Leaders
  • 5 Executive Summary
  • 10 Building Relationships with Thought Leaders to Gain Deeper Product Understanding
  • 11 Positioning and Resourcing Thought Leader Development Teams
  • 12 Figure 1.1: Preferred Thought Leader Development Organization
  • 14 Figure 1.2: Thought Leader Development Budget
  • 15 Figure 1.3: Average Percentage of Thought Leader Management Budget Dedicated to Activities
  • 16 Figure 1.4: Average Annual Compensation for Advising Services
  • 17 Figure 1.5: Average Annual Grant Funding
  • 18 Staffing Thought Leader Development Teams
  • 19 Figure 1.6: Number of Brands Supported by Thought Leader Development Organization, by Company
  • 20 Figure 1.7: Number of Full-Time and Contract Employees Responsible for Thought Leader Development
  • 21 Figure 1.8: Average Number of Interactions Between MSL and Thought Leader per Month, by Activity
  • 22 Identifying Thought Leader Qualifications
  • 23 Considering Physicians' Qualifications to Match Thought Leaders to Products
  • 24 Figure 2.1: Thought Leader Categories Targeted for Building Relationships
  • 26 Figure 2.2: Preferred Years of Clinical Experience for Opinion Leaders, by Company
  • 26 Figure 2.3: Preferred Years of Clinical Experience for Opinion Leaders, by Therapeutic Area
  • 28 Figure 2.4: Preferred Number of Publications for Opinion Leaders, by Company
  • 28 Figure 2.5: Preferred Number of Publications for Opinion Leaders, by Therapeutic Area
  • 30 Figure 2.6: Preferred Number of Speeches for Opinion Leaders, by Company
  • 30 Figure 2.7: Preferred Number of Speeches for Opinion Leaders, by Therapeutic Area
  • 31 Figure 2.8: Preferred Number of Advisory Boards for Opinion Leaders
  • 32 Figure 2.9: Perceived Importance of Factors Raising a Thought Leaders Segmenting
  • 34 Figure 2.10: Length of Time Thought Leaders Are Expected to Spend Delivering a Promotional Speech
  • 34 Figure 2.11: Length of Time Thought Leaders Are Expected to Spend Leading an Advisory Panel (Chair)
  • 35 Figure 2.12: Length of Time Thought Leaders Are Expected to Spend Moderating an Advisory Panel
  • 35 Figure 2.13: Length of Time Thought Leaders Are Expected to Spend Participating in an Advisory Panel
  • 36 Figure 2.14: Length of Time Thought Leaders Are Expected to Spend Authoring an Abstract
  • 36 Figure 2.15: Length of Time Thought Leaders Are Expected to Spend on General Training
  • 37 Figure 2.16: Length of Time Thought Leaders Are Expected to Spend Authoring a Manuscript
  • 37 Figure 2.17: Average Length of Time for Thought Leader Activities
  • 38 Thought Leader management Profiles: Implementing Effective Strategy to Partner with Key Opinion Leaders
  • 39 Figure 3.1: Company 1 Profile
  • 40 Figure 3.2: Company 2 Profile
  • 41 Figure 3.3: Company 4 Profile
  • 42 Figure 3.4: Company 5 Profile
  • 43 Figure 3.5: Company 6 Profile
  • 44 Figure 3.6: Company 7 Profile
  • 45 Figure 3.7: Company 8 Profile
  • 46 Figure 3.8: Company 9 Profile
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