Key Opinion Leader (KOL) management, as a vital part of Medical Affairs and commercial in the pharma/biotech space, is the process of identifying and engaging external experts whose insights and experience help guide the development and commercialization of a pharmaceutical product. KOL engagement helps companies to steer new product development, generate data, refine strategy, inform tactics and create relevant, credible and persuasive medical and promotional content. These KOL relationships are based on trust and require long-term cooperation from both parties to be mutually beneficial.
As healthcare dynamics are continually evolving, strategic approaches to KOL engagements addressing identification of successful outreach approaches, challenges, and ideas for solutions, need to be addressed. It is important to maximize effectiveness of communications; be appropriately persistent and be strategic to improve outreach efforts.
- Understand the Customer
Each KOL or decision stakeholder is unique. Do background research on the type of practice, patient demographic, and what they experience. Evaluate their sphere of influence, whether is it global, national or regional, community or academic. In addition, if published, it is essential to read key scientific articles authored by the KOL, to have authentic and balanced scientific discussions as peers. It is important to assess their willingness to engage with industry and if they have any institutional restrictions precluding them from engaging in consultative activities with the healthcare industry. In most instances, KOLs understand that your company has questions and needs expert input. Nonetheless, they expect that companies will have done some background research.Make sure to review key meeting topics in advance and be prepared with useful insights and relevant statistics. This research process lets your company share information about your products or accomplishments. Ensure that you have access to clinical and research data that augments the scientific exchange.
- Win Favor by Creating Value and Establishing Credibility
Sharing information that is important to the KOL will enhance the interaction, as well as solidify the “why” in the relationship.Seek out individuals with expertise in the specific therapeutic niche. If the KOL has led clinical trials, investigator-initiated trials or published in major journals, bring data that will address those initiatives. Align the communication/request/exchange with what is of significance to them. Always remain fair-balanced in your approach to sharing data and information as well in all scientific and clinical discussions.
- Choose the right communication platform
KOLs operate on a tight schedule, and virtual option may be better suited for some meetings. Be flexible with the approach and offer a range of tools for rich discussions. It is important to note that virtual meetings are only one tool in the arsenal of communications. After the meeting ends, plan for follow up opportunities, which can include Q&A sessions, networking time, meeting at a conference, and more. These activities help deepen your connection with attendees; they keep the discussion flowing and offer added value. - Prioritize transparency
The company should establish partnerships with KOLs whose expertise aligns with their therapeutic or research priorities. Such collaborations necessitate a transparent and forthright approach in communication with KOLs. Failure to address pertinent issues wastes valuable time for all parties involved and may detrimentally affect the relationship. It is imperative to develop a comprehensive agenda and engage with KOLs capable of advancing the company towards its objectives. - Offer exceptional opportunities
KOLs often seek out invitations to engage in research projects, clinical trials, and advisory boards. They may also enjoy sponsorship opportunities or special networking events. Understanding the strategic imperatives of the company clearly, will help in identifying the appropriate KOL who should be involved in specific initiatives as listed above. Another important factor in the success of KOL engagement, is that key stakeholders are thoughtful and harmonized in their approach towards KOL outreach. This will prevent situations that involve excessive outreach to a single KOL and will allow diverse KOL opinions to influence company strategy in a positive and impactful manner. - Embrace emerging trends or technologies that can help address outreach challenges more efficiently and effectively
The COVID-19 pandemic has accelerated the digital transformation of outreach endeavors. Everyone needs to leverage online platforms and tools to reach and engage the intended audience, create and distribute content, and coordinate actions. KOL network analytics have advanced tremendously and can “map” KOL relationships and connections. This reduces research time and makes outreach more efficient.
Social media listening has also provided a means to identify and analyze conversations. It can be a means of collection of insights, as well as helping lead to future scientific exchange. However, some of the challenges with this emerging technology include digital literacy, accessibility, and security.
One important aspect of KOL engagement is how to differentiate between persistence and overburdening. Persistence is continuing in an opinion or course of action in spite of difficulty or opposition. The longevity of persistence is perseverance. When working with KOLs, keep in mind they are busy, and sometimes it is their hectic schedule that prevents a timely response. Lead with positivity and make respectful attempts for communication. There are also times when it is time to move on to another who can provide the expertise. All interactions should maintain professionalism, respect, and lead with integrity.
These are critical changes that we need to make to continue to engage with KOLs more effectively. There has been a major shift in where and how people work. KOLs have become even more selective about in person meetings. We need to be flexible, offer a tailored experience, and work on their schedule. Take advantage of the positive advances in technology and stay innovative with the opportunities.
About the authors:
Susan Malecha, PharmD, MBA
Susan Malecha PharmD MBA is a versatile Medical Affairs leadership professional. An accomplished author, with over 20 years of Medical Affairs experience, she has lectured extensively and is called upon to present the latest developments in the areas of Medical Affairs for the pharmaceutical industry. Earning her BS in Pharmacy from Butler University, she completed her Doctor of Pharmacy at University of Illinois at Chicago, and her Masters of Business Administration from Keller Graduate School of Management. Dr. Malecha is currently a Senior Director, Medical Affairs at Gilead Sciences.
Zubaire Qurrum, MSc
Zed Qurrum leads US KEE strategy, relationships, engagements, peer-to-peer education, and insight mining with Key External Experts including advisory board and speaker program execution in gastric and pancreatic cancer across both oncology and pathology in the commercial side of the business.
Zed is a graduate of Glasgow Caledonian University with a master’s degree in science as well as Strathclyde University in Glasgow, Scotland, with a bachelor’s degree in marketing/finance. In his free time, he enjoys motorbiking, traveling, playing sports and spending time with friends and family.
Sunayana Banerjee, MSc, PhD
Nina Banerjee MSc PhD leads the Sleep MSL team at Axsome Therapeutics. Nina has worked in US Medical Affairs for 8 years holding MSL and MSL leadership roles progressively. She is passionate about Field Medical Affairs and has given presentations at conferences and academic institutions on the MSL role.
Nina earned an MSc via research in Neuroscience from TIFR, Mumbai, India, followed by a PhD in Neuroscience from Cornell University and a postdoctoral fellowship from the Psychiatry department of Emory University.
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