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Pharma companies must adapt to vast changes in health care by forming long-term strategic relationships founded on joint value creation with customers.
Vast changes in the health care landscape worldwide are transforming customers. Treatment decision making is rapidly shifting from the individual physician to a diverse set of institutional customers, from hospitals to integrated care entities, and from payers to pharmacies and health-benefit-management companies. The pressure to deliver greater value is also driving this evolution. And while some customers are already more sophisticated than others, all are building experience and new capabilities to improve their economic performance and better manage patient outcomes.
The experience of hospitals offers a good example not only of how these market pressures are affecting institutions but also of the new ways in which institutional customers are responding to them. With health-care reimbursement levels shrinking, hospitals are consolidating, and they are building scale and expertise in the process. Most hospitals now employ a variety of analytical tools, such as benchmarks and studies, to evaluate price, cost effectiveness, and outcomes. They are also creating new positions in their management teams to bridge the traditionally segregated clinical and procurement domains. And they are launching or expanding efforts to assess medicines and procedures in their patient populations. Moreover, they are using the knowledge they gain through these efforts to improve formularies and treatment protocols.
The more sophisticated payers and integrated providers are also investing heavily in building capabilities. Increasingly, these customers are adopting a holistic approach to health care, partnering with pharmaceutical companies to improve outcomes, disease management, and compliance.
Despite these dramatic developments in the customer landscape, however, many pharma companies have yet to adapt their customer models. When key account management in the pharmaceutical industry is compared with that of other industries, including consumer goods and industrial products, it’s clear that most pharma companies are still lagging. Here’s why:
These weaknesses limit pharma companies’ ability to serve their largest, most complex customers effectively. Pharma companies are already losing out on opportunities to create value through partnerships with health care systems and the broader community of health care stakeholders, largely because such relationships require cross-functional capabilities.
Effective key account management, in our view, depends on cross-functional integration to deliver value. Many pharma companies do practice some form of key account management, but gaps exist in even the best-managed companies.
Via rob halkes, Giuseppe Fattori
Mega Trend #7: In the New Era of Quantified Self, Patients Want Pharma on Their Side
The business case for keeping “the healthy” healthy is undeniable. Consumers can now leverage technology and big data to monitor the state of their health and practice preventive measures. Yet a majority of healthcare resources are still devoted to treating the sick. With the fastest growing global age segment now 85+, “sickcare” is unsustainable.1, 2
There remain many misconceptions among patients over what health conditions individuals can fully control.1 Opportunities to educate and influence the public align with the desire to proactively manage health.
Patients are looking to pharma to provide select patient services, but have been severely underserved. However, those who receive such services place great value on them, and are willing to provide personal health information in order to receive free information and/or services.3 In addition, nearly three-quarters of patients in a recent focus group agreed that social media resources sponsored by, or created by, pharma would motivate them to talk with their doctors about specific pharma products.4
The “5 E’s” hold the key to understanding the dynamics and opportunities of digital engagement with patients5: the Internet is the ENABLER; ECONOMICS are the trigger; patients are EMPOWERED; patients ENGAGE; and patient EXPERIENCE drives the choice.
Consumers expect pharma to engage them in ways in which they are already accustomed. Pharma has tended to try a “one-size-fits-nobody” approach that runs counter to a patient-centric model that supports providers, retailers, payers, and, ultimately, patients.3, 6 Focusing on the individual patient experience – and the subsequent data resulting from this experience – serves the dual purpose of engaging patients and providing the analytics to support product benefit claims.
Making customers “smarter” during the purchase experience builds loyalty and provides differentiation in a crowded marketplace.7 Patient empowerment has replaced “Ask your doctor,” and data-based benefits provide a direct link between pharma and the end user.
Big data and digital health already provide meaningful insights for every stakeholder in the healthcare ecosystem, from linking cost and quality of care to health outcomes, to helping patients more actively manage their own health. The current lack of standardized formats presents a barrier to true, seamless implementation (interoperability), but there is no doubt that patients are more in charge than ever before.8, 9
The trend is a product of an evidence-based research study undertaken by the Pharmaceutical Division in Valtech to map the pharmaceutical landscape of digital mega trends. The research study provides essential insights on how Pharma companies could utilize digital engagement to break down stakeholder barriers, impact stakeholder behaviour and demonstrate more cost-effective outcomes. The research study is based on information from 100+ trusted sources and has resulted in the identification of 14 mega trends.
REACH OUT TO GAIN AN UNDERSTANDING OF HOW TO EXECUTE ON THE UNDERUSED DIGITAL OPPORTUNITIES
The Pharma Division in Valtech has developed an analytical framework that can identify the engagement potential of your brand. The analysis will provide you with answers to the following questions:
Please contact Senior Digital Pharma Advisor Rasmus Rask for further advice or to set up an informal meeting.
If you want to read more about Mega Trend #7 you can download more information on valtech.dk.
Stay tuned for the upcoming blog post on Mega Trend #8: Achieving Long-term, Sustainable Growth Starts With Meeting Patient Expectations. And make sure you did not miss the previous blog posts on pharmaceutical mega trends:
Mega Trend #1: Pharmaceutical CEOs Lack Confidence to Act
Via Plus91, PatientView
As pharmaceutical marketing activities in recent years have shifted away from traditional face-to-face methods towards more digital interactions, physicians may not be aware of the new ways they’re being marketed to, necessitating greater transparency and reporting. A new perspective piece in The New England Journal of Medicine, written by health policy researchers at the University of Pennsylvania’s Perelman School of Medicine and Leonard Davis Institute of Health Economics, describes various digital marketing tactics targeting physicians, outlines concerns about their influence over physician decisions, and makes recommendations about how to adapt policies to keep up with the changing nature of pharmaceutical marketing.
“Pharmaceutical companies currently spend 25 percent of their marketing budgets on digital technologies, such as websites and social media,” wrote the authors, including lead author Christopher Manz, MD, and senior author David Grande, MD, MPA, from Penn Medicine. “Electronic health records (EHRs), social media and mobile applications represent new ways for pharmaceutical companies to conduct market research and to market directly to physicians.”
For example, anonymized EHRs provide pharmaceutical companies with clinical and demographic information about patients and insight about the circumstances under which physicians choose specific treatments. Therefore, EHRs can also be used for direct marketing to physicians through banner ads, industry-sponsored clinical resources and other tactics. “Unlike traditional forms of advertising, digital technologies enable tailoring of advertisements to individual physicians on the basis of data from clinical encounters,” according to the authors.
Social media sites that are restricted to physicians are another way for companies to reach out, using stealth marketing tactics ranging from sponsored discussion forums to games. Mobile smartphone applications also allow companies to market to physicians, using data that tracks what kind of clinical information physicians are looking up and then targeting sponsored alerts accordingly.
“Traditional marketing, including visits by sales representatives, gifts to physicians and lectures by opinion leaders, influences treatment decisions even though it mostly occurs outside of patient care settings. Although marketing can lead to reductions in under-treatment of some conditions, it has more often been associated with over-diagnosis, overtreatment and overuse of brand-name medications,” wrote the authors. “Digital advertising creates new pathways for reaching physicians, allowing delivery of marketing messages at the point of care, when clinical decisions are being made. Physicians may also be less aware of when they’re encountering digital marketing than they are with traditional marketing.”
The authors recommend a three-pronged approach to amend current policies “to address the insidious nature of digital marketing tools that are seamlessly integrated into electronic resources used for patient care, but are not as easily recognized as marketing devices.” Their first recommendation is greater transparency from EHRs, social media sites and mobile applications about what personal and prescribing data are collected and how they are used. The second recommendation is for physicians to recognize the issue and exercise the same caution with regard to online interactions as with in-person interactions with sales representatives. And lastly, the authors suggest that professional societies issue guidelines “calling for firewalls to keep marketing out of patent visits, as they did with free pens and other traditional marketing tools.”
“Digital technology is changing the nature of marketing, and policies intended to limit its influence are lagging behind,” the authors conclude. “But the medical profession can enact policies to ensure that patients, not advertising, remain the focus of care.”
Medidata the leading global provider of cloud-based solutions for clinical research in life sciences, today announced the completion of a method development project conducted in partnership with GlaxoSmithKline plc (GSK) to evaluate the impact of unifying mobile health (mHealth) devices with cloud-based technologies in a clinical trial setting.
Via Philippe Marchal/Pharma Hub
Digital has been cited as a marketing strategy for Pharma. However, a true strategy must embrace the introspective examination of key issues. Who is the customer? What is the role of Digital in overall corporate strategy? How do we shift from the traditional marketing and sales infrastructure, strategy, and metrics to one in which digital technologies are incorporated into all corporate silos?
Via Philippe Marchal/Pharma Hub
The US Food and Drug Administration's (FDA) long history of Warning Letters marked a new milestone today after regulators chided three companies, including one which marketed its product on a medium never before cited by FDA: Pinterest.
The letters, released by FDA on 24 September 2014, follow FDA concern that some companies are marketing unproven, ineffective and potentially dangerous treatments to patients wary of the Ebola virus. Three companies—Natural Solutions Foundation of New Jersey, dōTERRA International of Utah, and Young Living of Utah—all received letters from FDA demanding they cease marketing their products using claims which might imply they could either treat Ebola or prevent patients from contracting the disease.
"Unfortunately, during outbreak situations, fraudulent products claiming to prevent, treat or cure a disease almost always appear," FDA said in a statement. "There are no approved treatments for Ebola available for purchase on the Internet."
But for seasoned watchers of FDA, the most interesting aspect of the Warning Letters may not be their substance—though the Natural Solutions letter is rare in that it was jointly sent by both FDA and the Federal Trade Commission—but rather the sources they cite.
FDA has long included references in its Warning Letters to the social media platforms Facebook and Twitter, and has gone as far as to determine that Facebook "Likes" can be construed as promotional claims that misbrand a product. (1, 2) But despite FDA issuing so-called "social media" guidance, it had yet to so much as mention on particular social network medium: Pinterest.
The social network is an image-based platform characterized by people "pinning" images that they like to their accounts. For example, FDA maintains a Pinterest account where it pins infographics about its regulatory activities.
dōTERRA, for example, marketed a peppermint essential oil product. Its Pinterest page included an image which stated the product could be used to treat asthma, autism, brain injury, bacterial infections, fever, cold sores and other ailments. The page hosts dozens of other images, the majority of which make similar claims about essential oil products sold by the company.
Young Living made similar claims on its Pinterest page, FDA claimed. The company's product were claimed to be able to treat arthritis, Lupus, arteriosclerosis, hypertension, cancer, insomnia, heart disease and more.
FDA's interest in Pinterest is notable in that the medium is far more difficult to scan than text-based platforms like Twitter and Facebook. As such, it's likely that FDA won't seek out Pinterest pages as the basis of an entire Warning Letter, but rather as additional evidence to substantiate claims within a Warning Letter.
- See more at: http://www.raps.org/Regulatory-Focus/News/2014/09/24/20412/In-First-FDA-Sends-Warning-Letters-to-Companies-Citing-Use-of-Pinterest/#sthash.p2bUTJNS.dpuf
Axa France investit 180 millions d'euros entre 2015 et 2017 pour achever sa mue numérique. Pour réussir cette métamorphose, la compagnie d'assurance essaye d'impliquer le plus possible ses salariés dans le processus. Au programme : "Serious game", hackathon et "mentoring inversé" des jeunes employés de la génération Y qui forment leurs collaborateurs plus âgés au digital.
Via Celine Sportisse