WHITE PAPER. Engaging the Evolving Stakeholder Network: A New Approach for Medical Affairs
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1 Engaging the Evolving Stakeholder Network: A New Approach for Medical Affairs 1
2 Executive Summary In today s complex healthcare landscape, the success or failure of a new therapeutic intervention depends on effectively engaging an expanding range of stakeholders. In addition to a finite set of high-profile physicians, companies now must consider the needs and influence of hospital administrators, payers, policymakers, advocacy groups, healthcare organizations, and patients themselves. Life sciences organizations must accurately identify this changing group, and then reach out using aligned channels and data appropriate to the product s lifecycle stage. Despite the vital importance of effective stakeholder engagement, many companies lack a comprehensive approach to targeting the right mix, translating these relationships into quantifiable benefits, and measuring progress towards shared goals. To drive improved patient outcomes and long-term value, the role of medical affairs is evolving identifying, leveraging, and learning from stakeholder interactions in a new way. A new stakeholder landscape In the wake of several major industry shifts, life sciences companies are currently re-evaluating how to allocate funds and human capital to stakeholder engagement to reap the most from limited resources. For instance, when it comes to key opinion leaders (KOLs), historically companies have targeted the top 1% of global academic experts in a given therapeutic area to provide scientific evidence supporting the prescription of a new treatment by rank-and-file doctors. But in recent years, the move to more complex specialty drugs and the emergence of new external expert resources requires a more matrixed method of identifying and engaging the right stakeholders. The current KOL landscape, for instance, is deeper and more nuanced. Specialists with regional influence help companies identify patients for both trials and prescriptions, and local leaders are often the first to prescribe the product and provide real world feedback to boost outcomes research. A local or regional KOL may also have connections with a wide-ranging network of peers, or with niche patient groups, particularly in rare or orphan disease communities. Additionally, the lines have blurred between therapeutic indications, meaning regional or local KOLs may hold sway with patients or clinicians in adjacent disciplines. Life sciences companies have the opportunity to learn from and leverage a wider group of stakeholders than ever before. They also have an emerging ability to tap into stakeholders formal and informal professional networks to drive value-based messages throughout important therapeutic communities. But understanding the best timing, cadence of communication, and preferred channels can be dizzying without a single, complete view of each stakeholder that captures a company s full history with the stakeholder. Companies also require a better understanding of stakeholder affiliations and relationships in order to optimize resource allocation across the healthcare community. 2
3 And as stakeholder networks diversify, customer-facing teams are undergoing their own evolution. The number of medical science liaisons (MSLs) is growing, and the demands of the role have expanded to include engaging stakeholders on a peer-to-peer level, with highly specialized scientific information. Increasingly, these MSLs will need to work closely with their peers across the enterprise including commercial and market access teams to ensure an orchestrated, fully tailored stakeholder experience. In order to deliver on this imperative, multiple teams will need a way to easily share stakeholder data and preferences gleaned across a number of different interactions and channels. Hurdles to building a comprehensive stakeholder engagement strategy Today, healthcare stakeholders have multiple new ways to consume information about new medicines and therapies including social media, digital chatrooms, and scholarly articles through online services like PubMed. Life sciences companies that fail to proactively seek out opportunities to educate physicians, health system executives, payers, patient advocacy groups, and patient-consumers themselves, risk ceding the conversation to competing information sources. Without a full understanding of the formal and informal affiliations between influential stakeholders, life sciences companies may also miss out on valuable opportunities to identify possible allies and recognize critics. Many life sciences companies struggle to create comprehensive, up-to-date profiles of stakeholders, an important step towards better engagement. Current solutions offer incomplete coverage of all relevant stakeholders. By requiring commercial and medical affairs personnel to spend hours per week identifying stakeholders and manually constructing profiles, these solutions divert time from meaningful engagement activities. Moreover, current approaches offer one-sizefits-all strategies that are not targeted to specific stakeholders, and therefore fail to leverage key insights such as channel preferences and professional networks. One key problem underlying these challenges is the reality that, for many life sciences companies, stakeholder data is siloed across hundreds of sources. This creates a fragmented view of the stakeholder landscape, and makes it impossible to visualize the complex ecosystem of formal and informal stakeholder networks. Data silos also mean there is no way to attain real-time updates of stakeholder data, across channels and geographies. The lack of a global, integrated view also precludes the reuse of value-based messages for additional relevant audiences. Without the right tools, it s difficult for life sciences companies to best embrace a new healthcare system where decisionmaking power is extremely diffuse. Individual doctors rarely act alone in choosing which products to prescribe. More often, health system executives some of whom are also physicians are making high-volume decisions for hundreds or even thousands of doctors. Patients are more educated than ever, and need access to scientific data, in simple, easily digestible terms. More and more, payers are picking winners by assigning lower co-pays to products from companies that effectively communicate those products value through outcomes and comparative effectiveness research. Finally, life sciences companies are increasingly tested in how they choose to identify, listen to, and respond to their critics. Stakeholders who question a company s scientific position on treatment may ask directly for data, or they may inquire into research methods or results via social media and other public channels. Companies must prioritize engaging aligned stakeholders, while also addressing potential critics of their therapeutic approach. 3
4 Managing Engagements Affinity Neg 0 Pos Keep Informed Monitor Manage Closely Keep Satisified Local Regional Influence National Test case: product launch While stakeholder engagement throughout the lifecycle of each product is important, there is perhaps no more crucial period than preparing for a launch. Too often, companies struggle with balancing speed of getting a product to market thereby maximizing patent exclusivity with the need for properly engaging a sprawling group of stakeholders in advance of the launch. Companies must first build awareness of the compound among stakeholders ahead of its regulatory approval. Then companies must effectively share the news of the intervention s approval with all relevant stakeholders. Next, companies must leverage various stakeholders to increase access all while cultivating the positive brand sentiment needed to grow adoption, once the product is widely available. There are several stakeholder hurdles that can either delay a launch or diminish launch effectiveness. They include: Missing decision makers Unclear segmentation Limited visibility into stakeholder key activities and relationships Lack of competitive intelligence Lack of internal buy-in Ineffective engagement 4
5 Suboptimal stakeholder engagement practices can mean choosing between fastest launch and best launch, an unacceptable compromise in the current healthcare environment. In a world where stakeholders have grown accustomed to receiving the exact information they need when and how they need it in their lives as consumers, the same responsiveness and personalization is expected from their interactions with pharma. Today, launch effectiveness hinges on life sciences companies ability to reach the right individuals and organizations delivering to their requirements quickly and completely. Beyond siloed data and parallel systems Life sciences companies need a new way to identify external experts that improves efficiency, reduces fragmentation, and provides complete coverage of the stakeholder universe. A new best practices approach to stakeholder engagement gives organizations a consolidated feed of continuously updated profile information and unique insights on stakeholders worldwide, maximizing coverage of core decision makers and enabling a tailored stakeholder engagement strategy. New approaches can offer companies access to a wide array of data sources to help build a stakeholder network, such as surveys, expert interviews, claims data, unique affiliations, and sentiment data. The result is a rich stakeholder profile that conveys brand sentiment and network of influence, along with traditional data points, such as up-to-date contact information. Team members access this data though their natural workflow, as part of a CRM or another enterprise-wide system. This capability enables coordinated execution and full visibility across both the commercial and medical sides of the business. Complete, integrated information helps life sciences companies better identify and prioritize important stakeholders across the organization. Another key facet of next generation stakeholder engagement is the capability to add, access, and amend data from anywhere around the globe both in the home office and in the field to reduce the cost and complexity associated with multiple data vendors and silos. The first step towards a new stakeholder engagement paradigm is to examine current business practices, identifying gaps that may compromise effectiveness or operational efficiency. Key questions include: Are the right stakeholders accurately identified based on lifecycle need and quantifiable data? Are resources aligned to stakeholder channel preferences? Is the tone and complexity of scientific information tailored to different stakeholders? Can the organization achieve greater efficiency and reduce costs by eliminating parallel systems and siloed data sources? Are learnings from each interaction used to improve future engagements? Are insights and findings shared organizationally? Is stakeholder engagement mapped to different parts of the product lifecycle? Are metrics applied to measure progress? 5
6 Once key capability gaps are identified, companies are ready to implement business practices and technology solutions to transition to a modern approach. There are three essential capabilities that form the backbone of a comprehensive solution to optimize engagement opportunities. Firstly, companies need to accurately identify and engage the right stakeholders based on lifecycle need and quantifiable data. This identification process should include data on each stakeholder s networks, to truly capture the stakeholder landscape. Then, companies need to create targeted engagement plans that focus on understanding stakeholders needs, and delivering complex information as an appropriate, credible message. Personalize connections by learning where stakeholders go for information, how they like to communicate, and how to best address their concerns. Companies need tailored strategies for both friendly and critical stakeholders, allowing teams to counter misaligned messaging including competitor activities and sentiment. Fully informed engagement strategies will take into account the alignment of beliefs between the brand and a given stakeholder as well as each expert s impact on the greater healthcare community. Finally, companies need to apply metrics to demonstrate the organizational contribution and assess the impact of any new stakeholder engagement strategy. These metrics should help tap into the qualitative aspects of stakeholder engagement, rather than the traditional method of simply tallying up interactions. By combining traditional KOL data sources with other sources such as survey research, expert interviews, claims data, and social media insights, life sciences companies can begin to build living, breathing profiles of stakeholders that will help guide companies to deeper relationships. A single, integrated system that can perform all of these functions can increase efficiency, generate strategic insights, and reduce total cost of ownership by eliminating parallel systems. A new approach must take into account stakeholders networks, and must deliver business learnings and insights for ongoing process improvement. Conclusion Effective stakeholder engagement depends on creating proactive and reactive strategies unique to the scientific needs of each stakeholder. Simultaneously, companies must develop deep insights aligned to leveraging positive scientific support, and at times understanding or neutralizing negative sentiment. Best practices require precise matching between the stakeholder, the phase of the product lifecycle, and the preferred communication channel. The number and variety of stakeholders requiring scientific information has blossomed from prescribing doctors to a myriad of patients, health insurers, health system executives, health economists, and public policy makers. Each may demand a different tone, level of detail, and channel preference. Importantly, companies must keep abreast of each stakeholder s network of influence to maintain coverage of the full, global stakeholder landscape. Companies need new stakeholder engagement approaches that will help them learn from each interaction and help define targeted engagement plans. Finally, the industry must leverage metrics to convert meaningful engagement into better outcomes for patients. 6
7 About Veeva Systems Veeva Systems Inc. is a leader in cloud-based software for the global life sciences industry. Committed to innovation, product excellence, and customer success, Veeva has more than 300 customers, ranging from the world s largest pharmaceutical companies to emerging biotechs. Veeva is headquartered in the San Francisco Bay Area, with offices in Europe, Asia, and Latin America. For more information, visit Veeva Systems 4280 Hacienda Drive Pleasanton, CA info@veeva.com veeva.com 7
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