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Key Opinion Leaders Europe
15 June - 16 June 2009
Key Opinion Leaders Europe

Key Opinion Leaders are integral to the development, endorsement and therefore success of any pharmaceutical drug.

For any company attempting to commercialise a drug, healthy continuous relationships with key opinion leaders in relevant clinical areas can be an added bonus to the product’s overall marketing strategy.

Identifying relevant key opinion leaders, initiating contact with them and nurturing the relationships over the life cycle of the drug can be a challenging area for pharmaceutical companies. Customer relationship management is pivotal to enhancing these relationships.

Clouded in controversy, the integrity of the KOL-industry interaction and relationship development has been open to abuse with industry going above and beyond to influence what should be objective, scientific opinions of clinical experts. Regulation in the USA and in Europe is calling for transparency and openness to alleviate this, but how open should industry be?

The inaugural Key Opinion Leaders Europe conference is on 15th & 16th June 2009 in Munich.

 

Conference agenda

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8:30

Registration & Coffee

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9:00

Welcome and Introduction

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9:10

What type of Opinion Leader when?

  • What do we want from opinion leaders
  • The mix of opinion leaders for trials
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    9:30

    Identification and evaluation of Opinion Leaders

  • Identifying KOLs and rising stars
  • Profiling
  • Network and stakeholder mapping
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    10:20

    Morning Coffee

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    10:50

    What Opinion Leaders want from the relationship

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    11:50

    Regulations/internal compliance/data protection

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    12:15

    Discussion & Questions

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    12:30

    Close of Workshop

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    9:00

    Chairman's Opening Remarks

    Raimund Sterz

    Raimund Sterz, Medical Director, Abbott

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    9:10

    DEFINITION OF KEY OPINION LEADERS

    Raimund Sterz

    Raimund Sterz, Medical Director, Abbott

  • Variations on the terms – the ambiguity
  • Who are key opinion leaders?
  • How do opinion leaders become opinion leaders?
  • Connection between key opinion leaders and industry
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    9:50

    IDENTIFYING RELEVANT & EMERGING KOLs

  • Tools to reach key KOLs
  • Running identification exercises
  • Segmentation – selecting the right KOL for the right activity
  • Criteria, evaluation, influence
  • Ernst Schilli

    Ernst Schilli, Customer Relationship Excellence, Bayer Schering Pharma

    Gunnar Schroefel

    Gunnar Schroefel, Customer Relationship Excellence, Bayer Schering Pharma

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    10:30

    Morning Coffee

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    11:00

    IDENTIFYING, PROFILING AND SELECTING THE RIGHT OPINION LEADERS - ART OR SCIENCE?

    Neil Jones

    Neil Jones, Director – Branded Solutions , Medical Marketing Research International

  • The need for objectivity
  • Objectivity indices
  • KOL conneXions
  • Publication GenomeTM
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    11:40

    BENEFITS & DRAWBACKS OF INTERACTING WITH INDUSTRY: KOL PERSPECTIVE

    Iain Macdougall

    Iain Macdougall, Consultant Nephrologist and Honorary Senior Lecturer, King's College Hospital

  •  Benefits to practitioners from an industry relationship
  • Drawbacks and points of friction
  • A question of integrity? Science versus opinion?
  • The concern of bias and bribery
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    12:20

    Networking Lunch

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    13:50

    STEPS TO IMPLEMENTING A CENTRALISED TEAM APPROACH MODEL FOR THOUGHT LEADER DEVELOPMENT AND MANAGEMENT

    Linda Harris

    Linda Harris, Assistant Vice President, Opinion Leader Relations, Wyeth

  •  Hear an overview of the guiding principals in the development of Wyeth's Opinion Leader Relations department
  • Assess essential components of the structure of such a department
  • Review interactions of a matrix team approach for speaker and advisory board engagements
  • Look at real examples of application of their department structure in speaker bureau and Advisory Board selection and approval processes
  • Discuss overcoming business challenges in integrating a single department approach to thought leader development and management
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    14:30

    A QUANTITATIVE APPROACH FOR RANKING AND IDENTIFYING OPTIMALLY ALIGNED AND HIGH-VALUE 'RISING STARS' AND KEY OPINION LEADERS

    Annabel Griffiths

    Annabel Griffiths, Commercial Director, Customs Solutions, Thomson Reuters

  • Measuring the relative influence of a scientific expert
  • A statistical approach to identifying 'rising stars'
  • Establishing auditable KOL selection processes to achieve regulator compliance
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    15:10

    Afternoon Tea

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    15:40

    PANEL DEBATE

    Iain Macdougall

    Iain Macdougall, Consultant Nephrologist and Honorary Senior Lecturer, King's College Hospital

    Neil Kendle

    Neil Kendle, Managing Director, Kendle Healthcare

    Michael Zaiac

    Michael Zaiac, Assistant Vice President, Enbrel, Transplant, Oncology & Gastrointestinal, Wyeth Europa

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    16:20

    KOL MANAGEMENT..COMBINING KNOWLEDGE SYSTEMS AND CUSTOMER INSIGHT

  • How to deal with a customer centric organization in pharma at national & regional level
  • Sharing customer knowledge to improve cross functional teamwork
  • The value added of Pharma CRM
  • KOL management best practices and tool
  • Michael Zaiac

    Michael Zaiac, Assistant Vice President, Enbrel, Transplant, Oncology & Gastrointestinal, Wyeth Europa

    Arnim Jost

    Arnim Jost, Vice President Region DACH, Cegedim Dendrite

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    17:00

    Q & A, Chairman's Closing Remarks and Close of Day One

    Raimund Sterz

    Raimund Sterz, Medical Director, Abbott

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    9:00

    Chairman's Opening Remarks

    Raimund Sterz

    Raimund Sterz, Medical Director, Abbott

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    9:10

    DETERMINING THE FAIR MARKET VALUE - PRACTICAL CONSIDERATIONS

    Fred Eaton

    Fred Eaton, Partner & Lead Fair Market Value Practise, Polaris Management Partners

  • Use of industry benchmarks has significant weaknesses due to the multiple relationships between KOLs and the pharmaceutical industry
  • KOLs by definition are experts in their fields so FMV rates based on the "average physician" is not appropriate
  • Sharing experience working on more than 20 FMV assignments
  • Providing a framework for developing a robust and defensible method for determining Fair Market Value
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    9:50

    LOOKING BACK: THE IMPACT OF KOL MANAGEMENT & HOW KOL DEVELOPMENT HAS IMPACTED THE BUSINESS

    Ken O'Reilly

    Ken O'Reilly, Director, Global Medical Education, Vifor Pharma

  • What worked well?
  • What needs to be improved?
  • Development ideas for KOLs
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    10:30

    Morning Coffee

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    11:00

    TRANSPARENCY AND CLARITY IN KOL DEALINGS: THE MAGIC INGREDIENT

    Neil Kendle

    Neil Kendle, Managing Director, Kendle Healthcare

  • The most effective working relationships with KOLs are long-term and mutually beneficial
  • Long-term relationships must be built on trust
  • The opinion leaders want clarity and transparency
  • Companies need to understand also what a KOL wants from the relationship
  • Transparency and clarity facilitates compliance with regulations and helps offset criticism
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    11:40

    DISCOVERY OF KEY OPINION LEADERS BY THEIR INTERNET FOOT-PRINT

    David Cocker

    David Cocker, Partner, mdcpartners

  • Data points to be considered in KOL assessment
  • Formal and informal information references
  • Geographic activity
  • Cross functional therapeutic activity & drug (class) associations
  • How to aggregate and display results
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    12:20

    Networking Lunch

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    13:50

    THE ULTIMATE CHALLENGE: DOES IT REALLY TAKE AGES TO MAKE A DIFFERENCE?

    Angelika Stafflage

    Angelika Stafflage, Key Profesional Relations Manager, AstraZeneca

  • While long-term improvement in KOL-management often needs a change in mindset, short-term success is possible
  • Hear an example of how a 6 months project in KOL management made a difference internally and externally
  • Short-term and long-term tools which can be implemented easily
  • Discuss learnings of a project
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    14:30

    PANEL DEBATE

    Raimund Sterz

    Raimund Sterz, Medical Director, Abbott

  • Responding to first approaches from industry
  • Finding the balance between biased opinion and the scientific evidence
  • How to handle influence from industry
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    15:10

    Afternoon Tea

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    15:30

    Chairman's Closing Remarks and Close of Conference

    Raimund Sterz

    Raimund Sterz, Medical Director, Abbott

    The Charles Hotel

    Sophienstrasse 28
    Munich 80333
    Germany

    The Charles Hotel

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SAE Media Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@saemediagroup.com

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