This 3 sentence summary provides the high level and essential information from the document: The document discusses how pharmaceutical companies can develop effective key opinion leader (KOL) relationship management (KRM) strategies and plans. It explains that while customer relationship management (CRM) focuses on immediate prescription generation, KRM aims to create long-term brand perception and influence among target audiences through KOL activities. The document also outlines some of the key elements that should be included in a robust KRM strategy and plan, such as KOL identification, customized engagement programs, and impact measurement.

1. TM
MEDICINMAN
February 2014 | www.medicinman.net
Field Force Excellence
Since 2011
How
to
Cultivate
your KOLs
And Grow Your Business

2. Anup Soans | How to Cultivate Your KOLs and Grow Your Business
K
ey opinion leaders (KOLs) are innovators
and experimenters who are willing to
try and adopt new trends in practice,
procedures and prescriptions. KOLs possess a
unique credibility and standing in their fraternity,
which comes from years of clinical practice,
academic experience, research or expertise in
clinical trials in a particular therapy area. KOLs
write scientific articles and often feature as
editors or members on editorial boards of medical
journals. They present research papers and
actively participate in scientific conferences and
workshops. KOLs are doctors who have a large
influence on the thinking of their professional
colleagues and prescription trends in the
market. Their influence can be regional, national
or international. Doctors in general value the
opinion of their professors and peers (KOLs) when
choosing the right treatment for their patients.
When faced with the dilemma of choosing the
right drug regimen, most doctors tend to consider
the opinion of KOLs. This makes KOLs the ideal
target for product adoption and advocacy. Some
KOLs like Dr. Devi Shetty and Dr. Naresh Trehan are
actively engaged in social causes and have a high
visibility in the media.
Understanding KOL Relationship
Management - KRM
KOL development is well entrenched business
practice in Western pharma markets, where
the services of KOLS are availed by MNCs from
research to all stages of product life cycle of a
drug. In India, KRM tends to be a higher level
of CRM, i.e. some kind of a special arrangement
with top doctors who have a large prescription
potential. Senior people from field sales to head
office drive the engagement with KOLs in an
effort to get maximum prescriptions. But rarely
are these KOLs engaged in activities that can
be genuinely called KRM, because they lack a
coherent KRM strategy and plan. Most Indian
companies watch what their competitors are
doing and focus on how they can be copy them
or at best be one-up on the competition. Rarely
do they ask the question – “Why are we engaging
the KOLs and what are our objectives in the
short, medium and long term”. An effective KOL
relationship management (KRM) strategy and plan
are essential to the success of a drug throughout
its life-cycle.
2 | MedicinMan February 2014
{
Key Word: KRM = KOL Relationship Management

3. Anup Soans | How to Cultivate Your KOLs and Grow Your Business
The key difference between CRM and KRM is that while a CRM is
measured by its immediate and direct impact on prescription generation,
KRM is measured by the favourable perception about the brand and the
long term influence created among the target audience in the therapy area
through designated KOL activities.
3 | MedicinMan February 2014

4. Anup Soans | How to Cultivate Your KOLs and Grow Your Business
Developing a KRM Strategy and Plan
{
A well thought-out KRM
strategy also deepens
collaboration between field
sales, brand management
and medical affairs. When
Medical Reps (MRs) see their
efforts being rewarded by
faster adoption or advocacy
of a brand by KOLs, they
begin to value inputs from
marketing and medical
affairs, who in turn can
receive valuable insights from
MRs to customize the KOL
engagement.
4 | MedicinMan February 2014
With the field force experiencing increasing
difficulty in gaining access to KOLs, pharma
companies need to discover new sustainable ways
to engage and satisfy KOLs. A marketing strategy
can be considered successful when the product
gains the aura of a fast moving, well accepted
brand, based on its adoption and advocacy by
KOLs across the country. A well thought-out KRM
strategy also deepens collaboration between field
sales, brand management and medical affairs.
When Medical Reps (MRs) see their efforts being
rewarded by faster adoption or advocacy of a
brand by KOLs, they begin to value inputs from
marketing and medical affairs, who in turn can
receive valuable insights from MRs to customize
the KOL engagement.
Pharma companies that create and implement
a robust KRM strategy will experience increased
mindshare and faster product adoptions
and maintain meaningful and collaborative
relationships with KOLs. Effective KRM strategy
is essential to ensure the success of new product
launches and market expansion – two major
drivers of business revenues.
Similarities and Differences between
CRM and KRM
Just as customer relationship management,
CRM is necessary to create loyal prescribers, KRM
is necessary to create a leadership mindspace
in therapy areas which a company seeks to
dominate. Although the Indian Pharma market
is highly fragmented in terms of overall market
shares, therapy areas are dominated by a few
market leaders. For example Cipla dominates the
respiratory market in India. Cipla has pioneered
initiatives like the Chest Research Foundation
to engage and keep the KOLs in the respiratory
segment interested in its products and services.
Broadly speaking, KRM and CRM possess similar
business objectives in which both the customers
and KOLs play a central role within all business
activities. Both KRM and CRM enable organizations
to better manage those important and complex
relationships through systems, processes and
procedures. Essentially, the goal of both CRM and
KRM systems is to initiate, engage and maintain
mutually beneficial relationships. However, the

5. E
Anup Soans | How to Cultivate Your KOLs and Grow Your Business
key difference between CRM and KRM is that
while a CRM is measured by its immediate and
direct impact on prescription generation, KRM is
measured by the favourable perception about the
brand and the long term influence created among
the target audience in the therapy area through
designated KOL activities. The quantitative and
qualitative measurement means a different set of
KPIs to measure the effectiveness of KRM strategy
and plan and fine tune it based on KOL response
and insights from the KOL management team.
How KRM Strategy and Plan Works
Pharma companies work with a large number
of established and emerging KOLs. Hence an
enterprise-wide adoption of KRM strategy and
plan is essential. Without an organization wide
KRM strategy and plan, different departments
may unknowingly approach the same KOL with
different objectives. Sales and marketing people,
clinical research and medical affairs connect with
KOLs on a regular basis but lack a reliable way of
keeping track of these KOL relationships. This lack
of coordinated approach can damage pharma
companies and make it difficult to measure
outcomes or ROI. Different departments can make
multiple commitments to KOLs without being
aware of the total cost to company per KOL. A well
thought out KRM strategy and plan must create
a budget keeping the therapy area leadership
objectives in sight instead of a product to product
budget, in which the KOL may end up benefitting
unduly at the expense of the company. A dedicated
KOL management team with clear cut KPIs, but free
from the sales target pressure, could be the first step
to implement the KRM strategy that ensures KOL
satisfaction.
Although specific KRM strategy and plan will
vary based on company size and therapy area,
they generally involve the same critical elements.
To engage the KOL most efficiently, companies
must develop a systematic approach to KOL
identification, profiling and influence mapping,
as it is important to understand the capabilities
and professional objectives of individual KOLs. As
KRM becomes a business function, the underlying
process needs to be considered and documented
with a greater degree of rigor. In addition, KRM
strategy and plan must envisage a commitment to
objectives as market dynamics change and business
priorities evolve.
5 | MedicinMan February 2014
A well thought out KRM
strategy and plan must create
a budget keeping the therapy
area leadership objectives in
sight instead of a product to
product budget, in which the
KOL, may end up benefitting
unduly at the expense of the
company.

6. Anup Soans | How to Cultivate Your KOLs and Grow Your Business
KRM Customization and Measurement
In order to successfully manage and streamline
complex key relationships, pharma companies
require a flexible and customized KRM program
that fits the unique needs of each KOL. Pharma
companies must begin by identifying how each KOL
defines value and then design a KRM plan based
on individual needs and expectations. Within the
overall KRM strategy, there should be an element
of flexibility that allows for modification according
to customer needs that may change as a product
progresses through its life cycle. Personalized KRM
programs play a major role in ensuring satisfaction
and determining the success of the relationship
with KOLs. Understanding each KOL network, its
influences and the way information is disseminated,
is essential to maximizing the effectiveness of
KRM. With processes, plans, and technologies, it is
possible to measure the impact of KRM.
The Future of KRM in India
Meet the Editor
Anup Soans is an Author, Facilitator and the
Editor of MedicinMan.
Write in to him: anupsoans@medicinman.net
Connect with Anup Soans on LinkedIn | Facebook | Twitter
Visit anupsoans.com.
The impact of KOL on product adoption and
advocacy is undeniable. Mutually beneficial,
collaborative relationship between a pharma
company and its KOLs is invaluable to understand
how advocacy, i.e. opinion creation and
dissemination works. As pharma companies
experience the impact of KOLs on their business,
KRM will continue to evolve and develop as
a business discipline with lessons learnt and
adaptations made to suit the company’s therapy
area leadership and other business objectives. -AS
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7. KOL Management Workshop
A MedicinMan Initiative
CONTACT:
Anup Soans: +91-934-2232-949 | anupsoans@gmail.com
Chhaya Sankath: +91-98674-21131 | chhaya@kmv.co.in
Arvind Nair: +91-987-0201-422 | arvind@kmv.co.in
OBJECTIVE:
This workshop will be hands on approach to
understanding the challenges and identifying solutions to
help you develop an effective KOL management strategy.
TARGET AUDIENCE
- Field Force people responsible for KOL management
- Marketing team people involved in KOL management
- Medical Affairs people engaged in KOL management
- Members of existing KOL management team
- MSLs responsible for KOL Management
- Company shortlisted candidates for KOL management
TOPICS (included, but not limited to:)
1. Moving from a Sales Mindset to KOL Relationship
Management Mindset
2. Understanding Factors that Lead to KOL Satisfaction
3. Effective Communication – The Key Skill for KOL
Relationship Management
4. Understanding and Executing Effective KOL
Relationship Management program
5. Interaction and Q & A with a leading KOL
OUTCOME:
1. Clear understanding of issues in KOL Management
2. Fine tuning existing KOL management programs
3. Developing a KOL management strategy and plan
4. Executing the KOL strategy
WORKSHOP DURATION: 1 Day
WORKSHOP MATERIAL: Delegate notes - synopsis of the
workshop
WORKSHOP COORDINATOR: Knowledge Media Venturz
WORKSHOP LEADER - Anup Soans
Anup Soans has worked as a Medical Rep, Oncology
Product Specialist and Front-line Manager in Pharma. Later
he moved to IJCP, a pioneer in CME, medico marketing,
healthcare communication, where he rose to become the
Executive Director. At IJCP, he was responsible for identifying,
developing and sustaining a mutually rewarding relationship
with over 300 KOLs in all major specialties for 12 long years.
Many of the leading and emerging KOLs identified and
nurtured by Anup Soans went on win prestigious awards like
the Padmashri and Dr. B.C. Roy awards among others.

8. Empower Your Field Force with MedicinMan!
MedicinMan Volume 4 Issue 2 | February 2014
Editor and Publisher
Anup Soans
CEO
Chhaya Sankath
COO
Arvind Nair
Chief Mentor
K. Hariram
Advisory Board
Prof. Vivek Hattangadi; Jolly Mathews
Editorial Board
Salil Kallianpur; Dr. Shalini Ratan; Shashin
Bodawala; Prabhakar Shetty; Vardarajan S;
Dr. Mandar Kubal; Dr. Surinder Kumar
International Editorial Board
Hanno Wolfram; Renie McClay
Executive Editor
Joshua Soans
MedicinMan Academy:
Prof. Vivek Hattangadi, Dean, Professional Skills
Development
Letters to the Editor: anupsoans@medicinman.net
Subscribe for a FREE copy of the digital
edition at medicinman.net