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医薬品業界におけるKOL管理:思想的リーダーをセグメント化する効果的戦略

Pharmaceutical Key Opinion Leader Management: Effective Strategies for Segmenting Thought Leaders

発行 Cutting Edge Information 商品コード 270395
出版日 ページ情報 英文 179 Pages
納期: 即日から翌営業日
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医薬品業界におけるKOL管理:思想的リーダーをセグメント化する効果的戦略 Pharmaceutical Key Opinion Leader Management: Effective Strategies for Segmenting Thought Leaders
出版日: 2013年06月12日 ページ情報: 英文 179 Pages
概要

当レポートでは、世界・米国・EUレベルにおける、思想的リーダー管理資源とKOL(key opinion leader)のセグメンテーションについて分析し、チーム構造と要員のほか、思想的リーダー管理データベースの利用と支出も含めて、概略以下の構成でお届けいたします。

エグゼクティブサマリー

  • 調査手法
  • 調査の定義
  • 5大調査結果:思想的リーダー管理幹部向け

思想的リーダー管理の構造、要員、予算

  • 思想的リーダー管理の構造
  • 思想的リーダー管理の要員
  • 思想的リーダー管理の予算と支出

思想的リーダーとの関係を開始して管理

  • 思想的リーダーを特定して対象に
  • 思想的リーダーとの関係を維持している企業数を追跡(国別)
  • 思想的リーダーの戦略的データベースを開発、KOLとの関係を管理

思想的リーダー層を決定する基準

  • 思想的リーダー層のプロファイル
  • セグメンテーションに影響を与える基準を評価

思想的リーダーのセグメンテーションデータ

  • セグメンテーションデータ:企業タイプ別(すべての治療分野)
  • セグメンテーションデータ:思想的リーダー層別(企業タイプ別)
  • セグメンテーションデータ:思想的リーダー層別(治療分野別)
  • セグメンテーションデータ:治療分野別(思想的リーダー層別)

主要指標

図表

目次
Product Code: PH183

Abstract

Key opinion leaders (KOLs) provide critical support to life science companies - but KOL relationships also face elevated scrutiny as regulations call for increased transparency around physician payments. This evolving landscape creates new approaches for thought leader management groups as they work to identify, develop and nurture connections with influential medical leaders. This report examines thought leader management resources and KOL segmentation at the global, US and EU levels. Metrics showcase team structures and staffing, as well as thought leader management database use and expenses.

Benchmark extensive thought leader segmentation data

Compare Tier 1, 2 and 3 thought leader profiles across a wide range of data splits, including five company types and 26 individual therapeutic areas.

Identify and recruit global, national and regional thought leaders

Leverage internal and external expertise to pinpoint up-and-coming thought leaders at all levels of geographic influence. Prepare companywide KOL pools to thrive under the implementation of the Sunshine Act.

Create centralized KOL development teams

Explore other top-performing teams to structure and right-size your thought leader management groups. Empower teams to maintain thought leader relationships and companywide KOL databases.

Table of Contents

  • 10 Executive Summary
  • 14 Study Methodology
  • 15 Study Definitions
  • 17 Five Critical Findings for Thought Leader Management Executives
  • 25 Thought Leader Management Structures, Staffing and Budgets
  • 26 Thought Leader Management Structures
  • 33 Thought Leader Management Staffing
  • 43 Thought Leader Management Budgets and Spending
  • 58 Initiating and Managing thought leader Relationships
  • 60 Identifying and Targeting Thought Leaders
  • 70 Tracking Companies' Number Of Maintained Thought Leader Relationships By Country
  • 82 Develop Strategic Thought Leader Databases To Manage Kol Relationships
  • 99 Criteria Determining Thought Leader Tiers
  • 101 Thought Leader Tier Profiles
  • 122 Rating Criteria influencing Segmentation
  • 124 Thought Leader Segmentation Data
  • 125 Segmentation Data by Company Type (for All Therapeutic Areas)
  • 131 Segmentation Data by Thought Leader Tier (Broken Down by Company Type)
  • 135 Segmentation Data by Thought Leader Tier (Broken Down by Therapeutic Area)
  • 152 Segmentation Data by Therapeutic Area (Broken Down by Thought Leader Tier)

Key Metrics

Chapter 1: Thought Leader Management Structures, Staffing and Budgets

Chapter Benefits

  • Create centralized thought leader management groups to identify, build and maintain KOL relationships.
  • Benchmark thought leader team spending and staffing patterns across global, US and individual EU markets.
  • Adjust group funding as supported products approach launch.
  • Understand how KOLs groups are adapting to the Sunshine Act, and compare annual KOL payment limits across surveyed companies.
  • Create thought leader databases to streamline KOL management and prepare for the Sunshine Act's tracking requirements.

Chapter Data

27 charts showing thought leader management group structures and staffing as well as KOL management funding and budget allocation.

  • Types of thought leader management present at surveyed companies (dedicated versus non-dedicated structures, country-level versus global, or medical affairs versus marketing leadership)
  • Four (4) real-world thought leader development team structures
  • Dedicated thought leader management team staffing, by company (global, US, EU and Canada)
  • Number of medical affairs FTEs directing thought leader management in non-dedicated structures (global, US and EU)
  • Dedicated thought leader management team budgets, by company (global, US and EU-level)
  • Thought leader management spending for non-dedicated groups (global, US and EU)
  • Average allocation of thought leader funds (global, US and EU)
  • Annual compensation limits for thought leaders, by company

Chapter 2: Initiating and Managing Thought Leader Relationships

Chapter Benefits

  • Track the number of KOL relationships companies maintain at the global, US and EU-level
  • Balance internal and external resources when recruiting KOLs.
  • Leverage vendors' expertise - particularly when working with limited resources, in specialized or niche areas or when supporting products in new therapeutic areas.
  • Target healthcare professionals beyond specialists - including primary care providers, subspecialists and allied healthcare professionals.
  • Develop customized CRM databases to organize, track and promote KOL engagement activities.

Chapter Data

43 charts detailing the numbers of thought leader relationships maintained, which healthcare providers are targeted as thought leaders and usage of thought leader management databases.

  • Percentage of companies targeting multiple healthcare provider categories as thought leaders in 2009 and 2013
  • Categories of healthcare providers targeted as thought leaders in 2009 and 2013
  • Percentage of companies targeting specific allied health professional categories as thought leaders in 2009 and 2013
  • Number of thought leader relationships maintained by company across multiple markets:
    • Global
    • US
    • EU markets (combined)
    • UK
  • France
    • Germany
    • Spain
    • Italy
  • Percentage of thought leader relationships by tier (1, 2 and 3) across multiple markets:
    • Global
    • US
    • EU markets (combined)
    • UK
    • France
    • Germany
    • Spain
    • Italy
  • Percentage of companies using databases to manage thought leader relationships
  • Types and age of CRM/databases used for thought leader management
  • Timeframe for upgrading thought leader management tools
  • Average initial investment to develop CRM/databases (proprietary, off-the-shelf and basic spreadsheet)
  • Annual budget for maintaining and upgrading thought leader CRM/databases (proprietary, off-the-shelf and basic spreadsheet)
  • Functions managing thought leader management CRM/databases
  • Level of access granted to thought leader CRM system for specific staffing levels:
    • Field-level MSLs
    • Medical affairs directors
    • Head of medical information
    • Other medical information staff
    • Head of medical publications
    • Other medical publications staff
    • Clinical operations staff
    • Sales force
    • Head of thought leader management
    • Head of medical science liaisons (MSLs)
    • Other thought leader management

Chapter 3: Criteria Determining Thought Leader Tiers

Chapter Benefits

  • Explore the qualifications, characteristics and attributes that impact companies' thought leader segmentation criteria.
  • Compare average profiles of Tier 1, 2 and 3 thought leaders across the pharma industry.
  • Weigh the importance of specific criterion in influencing KOL segmentation and fair-market value decisions.

Chapter Data

28 charts detailing surveyed companies' Tier 1, Tier 2 and Tier 3 thought leaders as well as the factors that influence thought leader segmentation decisions.

  • Number of tiers used to segment thought leaders, by company
  • Thought leader profile elements for Tier 1, 2 and 3 KOLs:
    • Level of geographic influence
    • Thought leader category
    • Educational level
    • Average thought leader activity engagement
    • Average annual compensation for advising services
    • Average annual grant funding
    • Status as clinical research leader
    • Status as early adopter of new drugs
  • Importance ratings of factors influencing thought leaders' fair-market value
  • Percentage of companies choosing specific factors (such as specialty or years of experience) as most influential to thought leaders' fair-market value

Chapter 4: Thought Leader Segmentation Data

Chapter Benefits

  • Review extensive KOL segmentation data through a number of different cuts, including:
    • 26 individual therapeutic areas
    • 5 company types
    • 3 thought leader tiers
  • Use segmentation data to optimize use of thought leaders' abilities
  • Benchmark segmentation criteria including:
    • Level of geographic influence
    • Thought leader category
    • Educational level
    • Average thought leader activity engagement
    • Average annual compensation for advising services
    • Average annual grant funding
    • Status as clinical research leader
    • Status as early adopter of new drugs

Chapter Data

37 tables detailing thought leader tier information. Data are broken out by:

  • Specific therapeutic area
    • Allergy
    • Animal health
    • Anesthesiology
    • Cardiology
    • Dentistry
    • Dermatology
    • Emergency medicine
    • Endocrinology
    • Gastroenterology
    • Hematology
    • Immunology
    • Infectious diseases
    • Inflammation
    • Internal medicine
    • Nephrology
    • Neurology
    • Obstetrics and gynecology
    • Oncology
    • Ophthalmology
    • Orthopedics
    • Pain management
    • Pulmonary diseases
    • Radiology
    • Rheumatology
    • Surgery
    • Urology
  • Company types
    • Large companies
    • Mid-sized companies
    • Small companies
    • Medical device companies
    • Third-party companies
  • Thought leader tiers
    • Tier 1 KOLs
    • Tier 2 KOLs
    • Tier 3 KOLs
  • Thought leaders across all therapeutic areas, by KOL tier (Tier 1, 2 and 3)

CHARTS AND GRAPHICS

  • 10 Executive Summary
  • 20 Figure E.1: Number of Different Healthcare Provider Categories Targeted as Thought Leaders
  • 20 Figure E.2: Categories of Healthcare Providers Targeted as Thought Leaders
  • 21 Figure E.3: Thought Leader Segment Profiles
  • 23 Figure E.4: Surveyed Companies' Average Initial Investment by Thought Leader CRM Database Type
  • 25 Thought Leader Management Structures, Staffing and Budgets
  • 26 Figure 1.1: Types of Thought Leader Management Present Within Surveyed Companies
  • 26 Thought Leader Management Structures
  • 27 Figure 1.2: Thought Leader Development Team Structure: Company A
  • 29 Figure 1.3: Thought Leader Development Team Structure: Company B
  • 30 Figure 1.4: Thought Leader Development Team Structure: Company C
  • 31 Figure 1.5: Thought Leader Development Team Structure: Company D
  • 33 Thought Leader Management Staffing
  • 34 Figure 1.6: Dedicated Thought Leader Management Team Staffing, by Company: Global-Level
  • 34 Figure 1.7: Number of Medical Affairs FTEs Directing Global Thought Leader Management in a Non-Dedicated Structure
  • 35 Figure 1.8: Dedicated Thought Leader Management Team Staffing, by Company: US
  • 36 Figure 1.9: Number of Medical Affairs FTEs Directing US Thought Leader Management in a Non- Dedicated Structure
  • 37 Figure 1.10: Number of Marketing FTEs Directing US Thought Leader Management in a Non- Dedicated Structure
  • 38 Figure 1.11: Dedicated Thought Leader Management Team Staffing, by Company: Major European Markets
  • 39 Figure 1.12: Number of Medical Affairs FTEs Directing All European Thought Leader Management in a Non-Dedicated Structure
  • 40 Figure 1.13: Number of Medical Affairs FTEs Directing Major European Market Thought Leader Management in a Non-Dedicated Structure
  • 41 Figure 1.14: Dedicated Thought Leader Management Team Staffing, by Company: Canada
  • 43 Thought Leader Management Budgets and Spending
  • 45 Figure 1.15: Dedicated Thought Leader Management Team Budgets, by Company: Global
  • 45 Figure 1.16: Dedicated Thought Leader Management Team Budgets, by Company: US
  • 46 Figure 1.17: Dedicated Thought Leader Management Team Budgets, by Company: EU (Individual Market)
  • 47 Figure 1.18: Thought Leader Management Spending (No Dedicated Group): US
  • 48 Figure 1.19: Thought Leader Management Spending (No Dedicated Group): EU (Individual Market)
  • 49 Figure 1.20: Allocation of Thought Leader Funds
  • 50 Figure 1.21: Allocation of Thought Leader Funds: Global Level
  • 51 Figure 1.22: Allocation of Thought Leader Funds, by Company: Global Level
  • 52 Figure 1.23: Allocation of Thought Leader Funds: US
  • 53 Figure 1.24: Allocation of Thought Leader Funds, by Company: US
  • 54 Figure 1.25: Allocation of Thought Leader Funds (Major EU Market)
  • 55 Figure 1.26: Allocation of Thought Leader Funds: Major EU Market
  • 57 Figure 1.27: Annual Compensation Limits for Thought Leaders, by Company
  • 58 Initiating and Managing thought leader Relationships
  • 60 Identifying and Targeting Thought Leaders
  • 64 Figure 2.1: Percentage of Companies Targeting Multiple Healthcare Provider Categories as Thought Leaders (2009)
  • 65 Figure 2.2: Percentage of Companies Targeting Multiple Healthcare Provider Categories as Thought Leaders (2013)
  • 66 Figure 2.3: Categories of Healthcare Providers Targeted as Thought Leaders
  • 66 Figure 2.4: Categories of Healthcare Providers Targeted as Thought Leaders (2009)
  • 67 Figure 2.5: Percentage of Companies Targeting Specific Allied Health Professional Categories as Thought Leaders
  • 68 Figure 2.6: Percentage of Companies Targeting Specific Allied Health Professional Categories as Thought Leaders (2009)
  • 70 Tracking Companies' Number Of Maintained Thought Leader Relationships By Country
  • 71 Figure 2.7: Number of Thought Leader Relationships, by Company: Global
  • 71 Figure 2.8: Percentage of Thought Leader Relationships, by Tier: Global
  • 72 Figure 2.9: Number of Thought Leader Relationships, by Company: US
  • 73 Figure 2.10: Percentage of Thought Leader Relationships, by Tier: US
  • 74 Figure 2.11: Number of Thought Leader Relationships, by Company: All EU Markets
  • 75 Figure 2.12: Percentage of Thought Leader Relationships, by Tier: All EU Markets
  • 76 Figure 2.13: Number of Thought Leader Relationships, by Company: UK
  • 77 Figure 2.14: Percentage of Thought Leader Relationships, by Tier: UK
  • 77 Figure 2.15: Number of Thought Leader Relationships, by Company: France
  • 78 Figure 2.16: Percentage of Thought Leader Relationships, by Tier: France
  • 78 Figure 2.17: Number of Thought Leader Relationships, by Company: Germany
  • 79 Figure 2.18: Percentage of Thought Leader Relationships, by Tier: Germany
  • 79 Figure 2.19: Number of Thought Leader Relationships, by Company: Spain
  • 80 Figure 2.20: Percentage of Thought Leader Relationships, by Tier: Spain
  • 80 Figure 2.21: Number of Thought Leader Relationships, by Company: Italy
  • 81 Figure 2.22: Percentage of Thought Leader Relationships, by Tier: Italy
  • 82 Figure 2.23: Percentage of Companies Using Databases to Manage Thought Leader Relationships
  • 82 Develop Strategic Thought Leader Databases To Manage Kol Relationships
  • 83 Figure 2.24: Types of CRM/Databases Used for Thought Leader Management
  • 84 Figure 2.25: Age of Current Thought Leader CRM Systems
  • 84 Figure 2.26: Next Planned Upgrade to Thought Leader Management CRM System
  • 85 Figure 2.27: Average Initial Investment to Develop Proprietary Thought Leader CRM/Database, by Company
  • 86 Figure 2.28: Annual Budget for Maintaining/Upgrading Proprietary Thought Leader CRM/Database, by Company
  • 87 Figure 2.29: Average Initial Investment to Install Off-the-Shelf Thought Leader CRM/Database, by Company
  • 87 Figure 2.30: Annual Budget for Maintaining/Upgrading Off-the-Shelf Thought Leader CRM/ Database, by Company
  • 88 Figure 2.31: Average Initial Investment to Install Basic Spreadsheet Thought Leader CRM/Database, by Company
  • 89 Figure 2.32: Percentage of Companies that Manage CRM/Thought Leader Databases Internally vs. Using a Vendor
  • 90 Figure 2.33: Level of Access Granted to Thought Leader CRM System: Head of Thought Leader Management
  • 90 Figure 2.34: Level of Access Granted to Thought Leader CRM System: Head of MSLs
  • 91 Figure 2.35: Level of Access Granted to Thought Leader CRM System: Other Thought Leader Management Staff
  • 92 Figure 2.36: Level of Access Granted to Thought Leader CRM System: Field-level MSLs
  • 92 Figure 2.37: Level of Access Granted to Thought Leader CRM System: Medical Affairs Directors
  • 93 Figure 2.38: Level of Access Granted to Thought Leader CRM System: Head of Medical Information
  • 94 Figure 2.39: Level of Access Granted to Thought Leader CRM System: Other Medical Information Staff
  • 94 Figure 2.40: Level of Access Granted to Thought Leader CRM System: Head of Medical Publications
  • 95 Figure 2.41: Level of Access Granted to Thought Leader CRM System: Other Medical Publications Staff
  • 96 Figure 2.42: Level of Access Granted to Thought Leader CRM System: Clinical Operations Staff
  • 96 Figure 2.43: Level of Access Granted to Thought Leader CRM System: Sales Force
  • 99 Criteria Determining Thought Leader Tiers
  • 101 Figure 3.1: Number of Tiers Used to Segment Thought Leaders, by Company
  • 101 Thought Leader Tier Profiles
  • 102 Figure 3.2: Variation of Thought Leader Segmentation Criteria Across Countries
  • 103 Figure 3.3: Tier 1 Thought Leader Profile: Level of Geographic Influence
  • 104 Figure 3.4: Tier 1 Thought Leader Profile: Thought Leader Category
  • 105 Figure 3.5: Tier 1 Thought Leader Profile: Educational Level
  • 106 Figure 3.6: Tier 1 Thought Leader Thought Leader Profile: Average Thought Leader Activity Engagement
  • 107 Figure 3.7: Tier 1 Thought Leader Profile: Average Annual Compensation for Advising Services
  • 108 Figure 3.8: Tier 1 Thought Leader Profile: Average Annual Grant Funding
  • 109 Figure 3.9: Tier 1 Thought Leader Profile: Must Thought Leaders Have Led Clinical Research Studies?
  • 110 Figure 3.10: Tier 1 Thought Leader Profile: Must Thought Leaders be an Early Adopter of New Drugs?
  • 111 Figure 3.11: Tier 2 Thought Leader Profile: Level of Geographic Influence
  • 111 Figure 3.12: Tier 2 Thought Leader Profile: Thought Leader Category
  • 112 Figure 3.13: Tier 2 Thought Leader Profile: Educational Level
  • 113 Figure 3.14: Tier 2 Thought Leader Thought Leader Profile: Average Thought Leader Activity Engagement
  • 113 Figure 3.15: Tier 2 Thought Leader Profile: Average Annual Compensation for Advising Services
  • 114 Figure 3.16: Tier 2 Thought Leader Profile: Average Annual Grant Funding
  • 115 Figure 3.17: Tier 2 Thought Leader Profile: Must Thought Leaders have Led Clinical Research Studies?
  • 116 Figure 3.18: Tier 2 Thought Leader Profile: Must Thought Leaders be an Early Adopter of New Drugs?
  • 117 Figure 3.19: Tier 3 Thought Leader Profile: Level of Geographic Influence
  • 117 Figure 3.20: Tier 3 Thought Leader Profile: Educational Level
  • 118 Figure 3.21: Tier 3 Thought Leader Profile: Thought Leader Category
  • 119 Figure 3.22: Tier 3 Thought Leader Thought Leader Profile: Average Thought Leader Activity Engagement
  • 119 Figure 3.23: Tier 3 Thought Leader Profile: Average Annual Compensation for Advising Services
  • 120 Figure 3.24: Tier 3 Thought Leader Profile: Average Annual Grant Funding
  • 121 Figure 3.25: Tier 3 Thought Leader Profile: Must Thought Leaders have Led Clinical Research Studies?
  • 121 Figure 3.26: Tier 3 Thought Leader Profile: Must Thought Leaders be an Early Adopter of New Drugs?
  • 122 Figure 3.27: Importance of Factors Influencing Thought Leaders' Fair-Market Value
  • 122 Rating Criteria influencing Segmentation
  • 123 Figure 3.28: Percentage of Companies Choosing a Specific Factor as Most Influential to Thought Leaders' Fair-Market Value
  • 124 Thought Leader Segmentation Data
  • 125 Segmentation Data by Company Type (for All Therapeutic Areas)
  • 126 Table 4.1: Segmentation Data for Large Companies (Broken Down by KOL Tier)
  • 127 Table 4.2: Segmentation Data for Mid-Size Companies (Broken Down by KOL Tier)
  • 128 Table 4.3: Segmentation Data for Small Companies (Broken Down by KOL Tier)
  • 129 Table 4.4: Segmentation Data for Medical Device Companies (Broken Down by KOL Tier)
  • 130 Table 4.5: Segmentation Data for Third-Party Companies (Broken Down by KOL Tier)
  • 131 Segmentation Data by Thought Leader Tier (Broken Down by Company Type)
  • 132 Table 4.6: Segmentation Data for Tier 1 KOLs (Broken Down by Company Type)
  • 133 Table 4.7: Segmentation Data for Tier 2 KOLs (Broken Down by Company Type)
  • 134 Table 4.8: Segmentation Data for Tier 3 KOLs (Broken Down by Company Type)
  • 135 Segmentation Data by Thought Leader Tier (Broken Down by Therapeutic Area)
  • 136 Table 4.9: Segmentation Data for Tier 1 KOLs (Allergy, Animal Health, Anesthesiology, Cardiology, Dentistry)
  • 137 Table 4.9 (Continued): Segmentation Data for Tier 1 KOLs (Dermatology, Emergency Medicine, Endocrinology, Gastroenterology, Hematology)
  • 138 Table 4.9 (Continued): Segmentation Data for Tier 1 KOLs (Immunology, Infectious Diseases, Inflammation, Internal Medicine, Nephrology)
  • 139 Table 4.9 (Continued): Segmentation Data for Tier 1 KOLs (Neurology, Obstetrics & Gynecology, Oncology, Ophthalmology, Orthopedics)
  • 140 Table 4.9 (Continued): Segmentation Data for Tier 1 KOLs (Pain Management, Pulmonary Diseases, Radiology, Rheumatology, Surgery)
  • 141 Table 4.9 (Continued): Segmentation Data for Tier 1 KOLs (Urology)
  • 142 Table 4.10: Segmentation Data for Tier 2 KOLs (Allergy, Animal Health, Anesthesiology, Cardiology, Dentistry)
  • 143 Table 4.10 (Continued): Segmentation Data for Tier 2 KOLs (Dermatology, Emergency Medicine, Endocrinology, Gastroenterology, Hematology)
  • 144 Table 4.10 (Continued): Segmentation Data for Tier 2 KOLs (Immunology, Infectious Diseases, Inflammation, Internal Medicine, Neurology)
  • 145 Table 4.10 (Continued): Segmentation Data for Tier 2 KOLs (Obstetrics & Gynecology, Oncology, Ophthalmology, Orthopedics, Pain Management)
  • 146 Table 4.10 (Continued): Segmentation Data for Tier 2 KOLs (Pulmonary Diseases, Radiology, Rheumatology, Surgery, Urology)
  • 147 Table 4.11: Segmentation Data for Tier 3 KOLs (Allergy, Animal Health, Anesthesiology, Cardiology, Dentistry)
  • 148 Table 4.11 (Continued): Segmentation Data for Tier 3 KOLs (Dermatology, Emergency Medicine, Endocrinology, Gastroenterology, Hematology)
  • 149 Table 4.11 (Continued): Segmentation Data for Tier 3 KOLs (Immunology, Infectious Diseases, Inflammation, Neurology, Obstetrics & Gynecology)
  • 150 Table 4.11 (Continued): Segmentation Data for Tier 3 KOLs (Oncology, Orthopedics, Pain Management, Pulmonary Diseases, Radiology)
  • 151 Table 4.11 (Continued): Segmentation Data for Tier 3 KOLs (Rheumatology, Surgery, Urology)
  • 152 Segmentation Data by Therapeutic Area (Broken Down by Thought Leader Tier)
  • 153 Table 4.12: Segmentation Data for Allergy KOLs
  • 154 Table 4.13: Segmentation Data for Animal Health KOLs
  • 155 Table 4.14: Segmentation Data for Anesthesiology KOLs
  • 156 Table 4.15: Segmentation Data for Cardiology KOLs
  • 157 Table 4.16: Segmentation Data for Dentistry KOLs
  • 158 Table 4.17: Segmentation Data for Dermatology KOLs
  • 159 Table 4.18: Segmentation Data for Emergency Medicine KOLs
  • 160 Table 4.19: Segmentation Data for Endocrinology KOLs
  • 161 Table 4.20: Segmentation Data for Gastroenterology KOLs
  • 162 Table 4.21: Segmentation Data for Hematology KOLs
  • 163 Table 4.22: Segmentation Data for Immunology KOLs
  • 164 Table 4.23: Segmentation Data for Infectious Diseases KOLs
  • 165 Table 4.24: Segmentation Data for Inflammation KOLs
  • 166 Table 4.25: Segmentation Data for Internal Medicine KOLs
  • 167 Table 4.26: Segmentation Data for Nephrology KOLs
  • 168 Table 4.27: Segmentation Data for Neurology KOLs
  • 169 Table 4.28: Segmentation Data for Obstetrics & Gynecology KOLs
  • 170 Table 4.29: Segmentation Data for Oncology KOLs
  • 171 Table 4.30: Segmentation Data for Ophthalmology KOLs
  • 172 Table 4.31: Segmentation Data for Orthopedics KOLs
  • 173 Table 4.32: Segmentation Data for Pain Management KOLs
  • 174 Table 4.33: Segmentation Data for Pulmonary Diseases KOLs
  • 175 Table 4.34: Segmentation Data for Radiology KOLs176 Table 4.35: Segmentation Data for Rheumatology KOLs
  • 177 Table 4.36: Segmentation Data for Surgery KOLs
  • 178 Table 4.37: Segmentation Data for Urology KOLs
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