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【正文】 ernal use initiation of specific projects or activities Participants ?Mix profile for purpose of clarity ?In line with GSK thinking Top level KOLs with close relationship with GSK Topics an issue of the moment which requires some debate ?Planning updating ?Concept testing arrangement one off meeting Consistent chair independent coordinator (GSK may cochair) GSK Key Learning / Top Tips ? Don’t expect to drive the oute of a Round Table meeting, further than identifying the participants and drafting the agenda. ? Planning and briefing the chair is the key, as it is difficult to change the direction of the meeting once it is in motion. KOL Management Evaluation ?Analysis and differentiating ?Addvalue management ?Lifecycle Management Thanks! CASE STUDY ?王教授是本市最著名一家醫(yī)院心內(nèi)科主任，是重要的學(xué)術(shù)帶頭人，在本市的影響力比較大，但很忙。 ?王教授與醫(yī)藥公司的關(guān)系都比較好，每年應(yīng)不同公司的邀請(qǐng)參加國(guó)際會(huì)議。 ?GSK文迪雅、速碧林、樂(lè)息平在本市的幾次重要的學(xué)術(shù)會(huì)議請(qǐng)他為主席或講者。其他沒(méi)有更多的合作與聯(lián)系。 問(wèn)題： ?評(píng)估王教授是否能成為 GSK KOL/或補(bǔ)充收集哪些信息？ ?如何為王教授制訂 KOL發(fā)展計(jì)劃？
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