Please share how MSLs should disseminate the insights they gain from KOLs with colleagues.

It’s beneficial to first determine what information should be shared at each stage of lifecycle management. This is best addressed early- and often, and should be based on input from member of the medical, commercial, and compliance teams. Some information may be considered proprietary to a team, based on its’ role in the organization. It is important to be deliberate in setting up guidelines early, and adhering to those guidelines. Periodically readdressing the insights shared to meet cross functional needs is critical. Sharing compliant insights with internal stakeholders helps to create a unified view of the organization’s KOL base. This in turn benefits the KOL, and enhances the value of the MSL team, internally and externally.

How do effective KOL relationships contribute to launch readiness plans?

A robust institutional KOL relationship management plan can identify the mindshare of expert opinions, lead to faster product adoption and develop/maintain strong, collaborative relationships with KOLS and clinicians. KOLs greatly impact impressions in the field. Careful and intentional KOL mapping and engagement expands the MSL reach, promotes meaningful dialog and, perhaps most importantly, delivers a KOL valued experience. In turn, these relationships leverage the MSLs team’s internal stakeholder value through communication of qualitative, quantitative and “added value” metrics within the organization. The KOL relationship plan should be adaptable to changes in life cycle dynamics and business priorities, by incorporating internal and external feedback loops on a predefined basis. Some general goals of a successful MSL KOL relationship plan and the associated timing of an organizational launch plan may include the following:

  • Pre-Launch: Drive awareness and gauge perceived urgency of unmet medical need.
  • Launch: Establish appreciation of the unique MOA of drug.
  • Post-Launch: Improve and expand the treatment experience via a planned lifelicycle management (LCM) program.

How can you raise awareness of the great work that MSLs do across their organization?

As MSLs we have long struggled with defining our value in terms that can be readily accepted and absorbed by the commercial focus of a profitable organization. Reach and frequency metrics are not easily translated into MSL value and are based on processes rather than outcomes. Rather than adapting to the quantitative metrics so often imposed on an MSL field force, I recommend implementing a weighted “scoring scale” which translates quantitative, qualitative and “added value” metrics into a numerical scale. This system enables MSL managers to render and communicate objective and subjective assessments of MSL value into a recognizable format for our commercial colleagues and offers a common ground for communication. When you speak your colleagues’ language, they more often hear what you are saying.

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