Patient-centric pharma: Advancing the new business model
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Published by FirstWord Pharma: 01 Oct 2016 | 65317 | In Stock
Related Topics: AstraZeneca , Building , Business , Diabetes , Healthcare , Medical , Myeloma , Office , Pfizer , Pharmaceuticals , Services , Technology
How patient centric is your business?
Our information rich society has created more informed and vocal end users which means that patients have taken their place at the table and can no longer be ignored. Payers are also demanding proof of outcomes, which can only come from patient interaction. How are drug companies responding and adapting to the inexorable pull towards a patient centric world? And how can your business move further along the patient focus spectrum?
Patient Centric Pharma: Advancing the New Business Model reveals how success can be achieved and provides food for thought on various ways to place patients firmly at the heart of your business and achieve commercially beneficial outcomes. Based on interviews with 10 experts at the cutting edge of the patient revolution, this report lifts the lid on this business-critical area.
Assessment of the factors driving the shift towards a patient-centric business model as well as the expectations placed on pharma from various stakeholders.
Detailed discussion of the key challenges and barriers facing pharmaceutical companies at various points on the patient centricity journey – plus expert views on how to address them.
The latest thinking on multiple patient centric structures and strategies with insight into the opportunities arising as new approaches take hold.
Clarity on how to bring about transformation including practical ideas, case studies and expert guidance on making the transition from brand focus to patient focus.
Provides inspiration for long term plans: Improve understanding of the many significant opportunities that arise when patient-centricity moves up the priority list.
Highlights the operational changes required: Consider various business models; find out the core elements that apply to all; hear which tools have helped others and why.
Bolsters the business case: Read compelling arguments for gaining senior management support and business investment as well as planning operational restructuring and IT transformation.
Puts decision-makers on the same page: Ensure all areas of your organisation understand the background and route to firmly embedding a patient centric strategy.
Why patient centricity matters for pharma
The clock cannot be turned back on patient empowerment; but what can change is how pharma responds. For some, it has already proved to be an opportunity to differentiate and edge ahead. What is clear is that there is no single blueprint for success and that the evolving landscape continues to offer plenty of opportunities for competitive advantage. Some will inevitably be left behind as the world moves on. But for those that genuinely engage with patients, there is much to gain.
Key Questions Answered By This Report
Who has a role to play? Is patient focus a departmental or company-wide strategy? Is it just about patients or should pharma also engage with family members, carers and others?
What are the commercial benefits? Are there key metrics to have in place to keep track of progress? What does success look like?
How is the concept of patient centricity similar to ethics within pharma? What can be learned from reviewing how an ethical stance is accepted and embedded across the business?
When does the patient become most important? At what point in the product lifecycle should pharma seek to engage patients? How should engagement take place?
Dr Anne Beal, MD, Chief Patient Officer at Sanofi
Pamela Bennett, Executive Director Patient and Professional Relations at Purdue Pharma, US
Dr Neil Croft, PhD, Senior Manager, Advisory Services at Kinapse, consultants on capability building and operational services to the life sciences industry
Barbara Donalson, Patient Advocacy & Engagement Manager, Communications & Government Affairs Department, Janssen Pharmaceuticals UK (Johnson & Johnson)
Dr Oleksandr Gorbenko, MD, PhD, Global Patient Affairs Medical Lead, ViiV Healthcare.
David Jones, Head of Involvement and Shared Practice at Diabetes UK
Richard Jones, Patient Services Director at The Earthworks, UK
Jayne Galinsky, Health Services Researcher, Myeloma UK
Simon Ridley, Director of Research, Myeloma UK
Dr Tehseen Salimi, MD, VP Global Medical Affairs, AstraZeneca, US
3 Key Quotes
“One of the biggest challenges is the structure of pharmaceutical companies. They're looking through the lens of a brand trying to identify what its competitor's doing, rather than truly looking at it from the patient perspective. That's the challenge that needs to be overcome if pharma is really going to become patient centred.”Richard Jones, The Earthworks
“People want to understand what it means for them in their day-to-day work. They may hear that the company is patient centric but they think ‘I’m working in finance for example, and it doesn't mean anything for me’. So, companies need to make it real for people there, or in manufacturing for example.”Dr Neil Croft, Kinapse
“It's important to recognise that patient engagement is critical and we need to incorporate it early in the development process and have it aligned across pharma functions.”
Dr Tehseen Salimi, AstraZeneca
Who will benefit from this report?
Patient affairs and patient interaction leads
Senior leadership teams and key decision-makers
Advocacy and government affairs specialists
Medical affairs teams
Digital innovation and IT decision-makers
Trial designers and managers
The rising tide of patient centricity within healthcare and pharma
Changes in the environment trigger the need to revise the business model
Companies’ responses to adoption of patient centricity vary
Patients speak up
Key factors driving the change to patient-centric business models
Patients can be payers
Patient-centric outcomes are instrumental in payer and reimbursement decisions
Increased demand for managed access programmes to optimise patient outcomes
Expectation for pharma to provide patient engagement strategies
Shifting the paradigm to a patient-centric business model
The value in adopting a patient-centric business model for pharma
Value lies in recognising the significance of the patient’s role in healthcare
Incorporating recognition of the patient role into company culture
Recognising the patient as a key stakeholder is essential
Failure to address patient needs may lead to a fall in sales
Patient centricity means incorporating patient-relevant value into the product life cycle
Gaining real patient insights through effective patient engagement
More than a product, an innovation is a solution
Harnessing patient insights
Incorporating patient-relevant value early in drug development optimises benefits for pharma
Opportunities and challenges surrounding becoming a truly patient-centric company
Accentuate relative patient value, not just net present value
Engage with regulatory and HTA bodies about patient value early on
Patient-centred outcomes need to better reflect real patient experience
Senior management buy-in is essential
Place resources early in development
Building trust against a history of mistrust
Recognising the cost of becoming patient centric
Refine tools to gather patient insight
Include carers, families and those at risk as well as patients
Nurture patient involvement early on
Interaction with patients forms a relationship, not a transaction
Patient centricity can deliver better medication adherence
Technology will transform patient involvement in clinical trials
Transforming a business model from product centric to patient centric
Structuring business around disease not brands
Real patient centricity involves collaboration
Layers of patient centricity in the product value proposition
Shifting to a patient-centric business model requires organisation-wide change
Cross-organisational cultural reform
‘Patient centricity, like ethics, should be part of everything we do’
Patient-centric roles and team structures
Where exactly does the Patient Affairs or Advocacy team sit in a company?
Inject patient-centric values into each function’s strategic planning
Chief Patient Officer or Patient Affairs/Engagement Leads
Engage with patients to understand how patient value can influence the business model
Metrics measuring performance of patient centricity
Operational change: the nuts and bolts of transformation into a patient-centric company
Ensuring patient-relevant impact of a product
Nurturing constructive relationships with patients and their organisations
Ask patients to talk about their experiences at meetings
Let patients know your company is listening to them
Case study: Pfizer Link: Community for Study Participants
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Table of Contents
for Patient-centric pharma: Advancing the new business model
1. Executive summary
2. Research objectives, methodology and definitions
2.1 Objectives Methodology
2.2 Experts interviewed
4. The rising tide of patient centricity within healthcare and pharma
4.1 Changes in the environment trigger the need to revise the business model
4.2 Companies’ responses to adoption of patient centricity vary
4.3 Patients speak up
4.4 Key factors driving the change to patient-centric business models
4.4.1 Informed patients
4.4.2 Healthcare accountability
4.4.3 Patients can be payers
4.4.4 Patient-centric outcomes are instrumental in payer and reimbursement decisions
4.4.5 Increased demand for managed access programmes to optimise patient outcomes
4.4.6 Expectation for pharma to provide patient engagement strategies
5. Shifting the paradigm to a patient-centric business model
5.1 The value in adopting a patient-centric business model for pharma
5.5.1 Value lies in recognising the significance of the patient’s role in healthcare
5.5.2 Incorporating recognition of the patient role into company culture
5.5.3 Recognising the patient as a key stakeholder is essential
5.5.4 Failure to address patient needs may lead to a fall in sales
5.5.5Patient centricity means incorporating patient-relevant value into the product life cycle
184.108.40.206 Gaining real patient insights through effective patient engagement
5.6 More than a product, an innovation is a solution
5.7 Harnessing patient insights
5.8 Incorporating patient-relevant value early in drug development optimises benefits for pharma
6.Opportunities and challenges surrounding becoming a truly patient-centric company
6.1 Key findings
6.2.1 Accentuate relative patient value, not just net present value
6.2.2 Engage with regulatory and HTA bodies about patient value early on
6.2.3 Patient-centred outcomes need to better reflect real patient experience
6.2.4 Senior management buy-in is essential
6.2.5 Place resources early in development
6.2.6 Building trust against a history of mistrust
6.2.7 Recognising the cost of becoming patient centric
6.3.1 Refine tools to gather patient insight
6.3.2 Include carers, families and those at risk as well as patients
6.3.3 Nurture patient involvement early on
6.3.4 Interaction with patients forms a relationship, not a transaction
6.3.5 Patient centricity can deliver better medication adherence
6.3.6 Technology will transform patient involvement in clinical trials
7. Transforming a business model from product centric to patient centric
7.1 Structuring business around disease not brands
7.1.1 Real patient centricity involves collaboration
7.1.2 Layers of patient centricity in the product value proposition
7.2 Shifting to a patient-centric business model requires organisation-wide change
7.2.1 Cross-organisational cultural reform
7.2.2 ‘Patient centricity, like ethics, should be part of everything we do’
7.3 Patient-centric roles and team structures
7.3.1 Where exactly does the Patient Affairs or Advocacy team sit in a company?
7.3.2 Inject patient-centric values into each function’s strategic planning
7.3.3 Chief Patient Officer or Patient Affairs/Engagement Leads
7.3.4 Engage with patients to understand how patient value can influence the business model
7.3.5 Metrics measuring performance of patient centricity
7.4 Operational change: the nuts and bolts of transformation into a patient-centric company
7.4.1 Ensuring patient-relevant impact of a product
7.4.2 Nurturing constructive relationships with patients and their organisations
7.4.3 Ask patients to talk about their experiences at meetings
7.4.4 Let patients know your company is listening to them
7.4.5 Case Study: Pfizer Link, a community for study participants
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