医学专员实践指导,如何维护专家关系.pptVIP

* Clear breaks between program expansions have allowed leading companies to more effectively measure and manage future program needs. Companies have found that each expansion of its program should be followed by a year of stability in which there is no new hires or territory adjustments. “Give them a year to function at full capacity before you try to make any changes,” one MSL executive told us, noting that the “breathing room” allows new specialists to absorb training and become comfortable withthe close relationships they are building with thought leader physicians. Other managers noted that efforts to constantly fine-tune the program only produce confusion among field-based medical specialists as well as physicians. Since there inherently seems to be a resistance to change, product and message decisions must be carefully considered before implementation. For example, once an MSL is focused on cardiovascular physicians at academic institutions, he or she should remain in that role for as long as possible to maintain the relationships built. Shifting people to different institutions or therapeutic areas every six months drastically reduces their effectiveness because doctors come to see field-based medical specialists as an extension of the regular sales force. * * * * Emerging Trends Most respondents saw new frontiers opening in how KOLs were identified, assessed, and deployed, with an emphasis on developing “up and coming” talent and differentiating their use. Q: Please describe what you see as the emerging trends in developing and maintaining effective relationships with KOLs. Continued tightening of guidelines will require increased vigilance High costs of global development and international knowledge exposure changing deployment priorities Greater agility to deal with need for “fast-moving and fast-changing” relationships More affordable tools that provide a long-term view of KOL’s role Integrated profiling platforms Effective research on who’s wh