Overview of aspects of pharma's value added services and its primary aspects to deliver them.
Learn what others do and reflect how it's an opportunity for your pharma company..
2. Assistant
 professor
 of
 professional
 development
Consultant
 Pharma
 and
 Health
 Care
Â
 >25
 yrs
Trainer
 of
 HC
 specialists
 &
 doctors,
 Med.Reps,
 etc.
Development
 Retail
 formula
 pharmacists
Strategy
 development
 and
 implementation
Social
 media
 applications
Digital
 (e)Detailing
Â
Ehealth
 applications
Â
Â
Chronic
 disease
 care
 paths
Rob Halkes
@rohal
The
 FOX
 group
Â
Health
 Business
Â
Consultants
 US
Pharma
 Commercial
 Development
Health20
 &
 Doctors20
Market
 campaign,
Â
 KAM,
 Cross
 functional
 collaboration
Co
 creative
 developments
PatientViewâ¨
MyHealthApps
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7. âBeyond the Pillâ
How Pharma can AddValue toHealthCare
and create better business
I.What is âBeyond the Pillâ
II. Examples
III. Case exercise: what in Russia?
IV. Perspectives and Q&A
9. Changing environments to Pharma â¨
pressures on prices remain
Commodity
Trap
Low cost
position
AddedValue
position
Prices
Market Top Value
AddValue
10. Break out of this trap â¨
with a new buying perspective
Commodity
Trap
11. Break out of this trap â¨
with a new buying perspective
Commodity
Trap
Buy for less
Price
12. Break out of this trap â¨
with a new buying perspective
Buy Better
Price / Quality
Buy for less
Price
13. Break out of this trap â¨
with a new buying perspective
Buy Better
Price / Quality
Consume
Better
Customer
Value
Buy for less
Price
14. Break out of this trap â¨
with a new buying perspective
Buy Better
Price / Quality
Consume
Better
Customer
Value
Sell Better
Value to the
Customerâs
Customer
Buy for less
Price
15. Break out of this trap â¨
with a new buying perspective
Buy Better
Price / Quality
Consume
Better
Customer
Value
Sell Better
Value to the
Customerâs
Customer
Buy for less
Price
16. AddValue
The general principle for business growth
works the same for pharmaceutical marketing
Commodities
Specialties
Services
Experiences
17. AddValue
The general principle for business growth
works the same for pharmaceutical marketing
Commodities
Specialties
Services
Experiences
Competition
Differentiated
Alike
18. AddValue
The general principle for business growth
works the same for pharmaceutical marketing
Commodities
Specialties
Services
Experiences
Competition
Differentiated
Alike
Clientsâneeds
Desired
Not relevant
19. AddValue
The general principle for business growth
works the same for pharmaceutical marketing
Commodities
Specialties
Services
Experiences
Competition
Differentiated
Alike
PricesMarket Top Value
Clientsâneeds
Desired
Not relevant
21. Product
Brochures
Folders
Online Calls
Edetails
Training
Courses
Conferences Forum
discussions
etc.
Brand Services
Support and
Services to
compliance:
Rx blocks
Dosing aids
Drug information,
etc. Patient flyers
on line support
patient
Administering
Instructions
Patient Education,
etc.
Value proposition
Structuring of care
processes,
filling in the gaps in
patient support,
Creating
collaboration
between
stakeholders
Examples
Traditional Services from the Industry?
23. Reasons to AddValue âBeyond the Pillâ
⢠Create a Unique Selling Position (USP)â¨
Make the distinction with the competitionâ¨
and new entrants to the market
24. Reasons to AddValue âBeyond the Pillâ
⢠Create a Unique Selling Position (USP)â¨
Make the distinction with the competitionâ¨
and new entrants to the market
⢠Create better care by supporting compliance
and self management of patients
25. Reasons to AddValue âBeyond the Pillâ
⢠Create a Unique Selling Position (USP)â¨
Make the distinction with the competitionâ¨
and new entrants to the market
⢠Create betterâ¨
care processesâ¨
directed at integrated care
⢠Create better care by supporting compliance
and self management of patients
26. Reasons to AddValue âBeyond the Pillâ
⢠Create a Unique Selling Position (USP)â¨
Make the distinction with the competitionâ¨
and new entrants to the market
⢠Create betterâ¨
care processesâ¨
directed at integrated care
⢠Create better care by supporting compliance
and self management of patients
⢠The Industry has the resources and the expertise
27. Reasons to AddValue âBeyond the Pillâ
⢠Create a Unique Selling Position (USP)â¨
Make the distinction with the competitionâ¨
and new entrants to the market
⢠Create betterâ¨
care processesâ¨
directed at integrated care
⢠Create better care by supporting compliance
and self management of patients
⢠The Industry has the resources and the expertise
⢠To create better health outcomes
28. Reasons to AddValue âBeyond the Pillâ
⢠Create a Unique Selling Position (USP)â¨
Make the distinction with the competitionâ¨
and new entrants to the market
⢠To prepare for applications of personalized medicine
⢠Create betterâ¨
care processesâ¨
directed at integrated care
⢠Create better care by supporting compliance
and self management of patients
⢠The Industry has the resources and the expertise
⢠To create better health outcomes
29. âBEYOND THE PILLâ - â¨
2011 â 2013 FIRST ATTEMPTS
⢠Patent Expirations / Loss of blockbuster
⢠Changing market conditions: generics, loss of access, new stakeholders
⢠Disease Management â focus Compliance : Failed â skepticismâ¨
(âCompliance is simply not about forgettingâ)
⢠Change of focus: from intervention to outcome â¨
with payers and governments
⢠Change in medical perspective towards personalized medicine â¨
Grounded Gene Tech - Biosimilars
⢠New technology (ehealth, mhealth)
WHY?
32. GrĂźnenthal âChangePainâ
Based on study of unmet needs for better treatment
a protocol was developed with EFIC.
All kinds of support material for physicians and patientsâ¨
have been developed and disseminated on lineâ¨
See here
34. Janssen Healthcare Innovation
Intends to transform healthcare for the consumer with outcomes focused solutions.â¨
There are currently four sub-branded solutions within Care4Todayâ˘:â¨
Heart Health Solutions, Mental Health Solutions, Mobile Health Manager and
Orthopaedic Solutions. See Here
35. Closercare from MSD is a remote monitoring â¨
service designed to support improved self-careâ¨
for patients with long term conditions. â¨
The service comprises of a number of modules â¨
that can be purchased as individual components â¨
or as part of a fully bespoke end-to-end service.
See here
36. Integrated Care by Sanofi
Eddie Chan, Global Head of Customer Solutions and Innovation of â¨
Sanofi-Aventis, presents here their vision on delivering drugs, services and
medical devices (in close cooperation with Medtronic) to enable integrated
care. Here he presents his three layers of added value services.
See the presentation here
37. Enhance patient â¨
experience and literacy
Integrate additionalâ¨
products, devices, services
Optimize care delivery and
âguaranteeâ outcomes
39. BAYER is looking for healthcare technology projects
through their funding program Grants4Apps.They
offer support to innovative healthcare startups and
developer teams. See the site here
41. Novo Nordisk has taken a bold step in its fight against
diabetes by the initiative of âcities changing diabetesâ. â¨
With a specific program of research and partnership with
local authorities and institutions, they try to reform the
urban environment for people with diabetes. â¨
See the site here
44. SCENARIOS FOR PHARMAâ¨
TO CREATE ADDEDVALUE
Traditional
Services
To educate and
promote
Focus on
Unique
Services to
Therapy area
45. SCENARIOS FOR PHARMAâ¨
TO CREATE ADDEDVALUE
Traditional
Services
To educate and
promote
Focus on
Unique
Services to
Therapy area
Providing
necessary
Services to fill
in gaps and
align
46. SCENARIOS FOR PHARMAâ¨
TO CREATE ADDEDVALUE
Traditional
Services
To educate and
promote
Focus on
Unique
Services to
Therapy area
Providing
necessary
Services to fill
in gaps and
align
Integrated care
& Outcomes
Connect,
structure,
Innovate
47. TO CREATE ADDEDVALUE SERVICESâ¨
ANDTO RESEARCH AND IMPLEMENTTHEM..
There are Four Dimensions that come
into play:â¨
1. What services do you select to add
to healthcare provision?
2. How will you align with stakeholders
in development and implementation
to create and deliver the services in
practice?
3. What partners and stakeholders do
you need? And, how are the needed
relations with them defined and
contracted?
4. What process of development do
you envision to realize it?
48. MANY OPPORTUNITIES ARISE WHENYOU â¨
LOOK AT PLAYERS, SYSTEMS AND â¨
COLLABORATION IN CARE âŚ.
49. GP Nurs
Pharm
Pharm
Ass.
Lab Spec. Fysio
Etc.
- Structuring of healthcare
process
- Creating collaboration
- Integrating infrastructure
Apps
IT
Admin
Data
Info
Comm
Finances
Towards
Better outcomes
For less costs
Pharma Devices
Payers
MANY OPPORTUNITIES ARISE WHENYOU â¨
LOOK AT PLAYERS, SYSTEMS AND â¨
COLLABORATION IN CARE âŚ.
50. YOU MIGHT SPECIFICALLY WANTTO USE METHODS OF
CO-CREATIONTO COLLABORATE WITH PATIENTS,
PHYSICIANS AND OTHERS, LIKE PAYERS..
Experience co-creation is is an effective method to innovate
value to patients in a personalized way, in collaboration with all
relevant stakeholders. See here
51. YOU MIGHT SPECIFICALLY WANTTO REFLECT ON HOW
YOU WANTYOUR INVESTMENTSTO BE REIMBURSEDâŚ.
52. 1. Services rendered create more Rx
2. Pay for services
3. Partners in delivery of care
Share Costs and Return â¨
Payers will â¨
participate in these partnerships
YOU MIGHT SPECIFICALLY WANTTO REFLECT ON HOW
YOU WANTYOUR INVESTMENTSTO BE REIMBURSEDâŚ.
53. -1
0
+1
+2
+3
Acquaintance
Mutual Information
Building relationâ¨
Delivery of standardâ¨
Info. & Services
Product / Rx
Disease Information
Promotion
Products/Brands /â¨
Rx Care / Disease
Broadening & â¨
Deepening
DMU & KAâ¨
Relations Mngmnt
Service Marketing;â¨
Collaboration in â¨
implementation ââ¨
to shared intentions
Partnership forâ¨
Mutual benefits from â¨
improved Care
Inform, Promote
Service,
Demonstrate
Pharmaceutical,
Brand & Disease
Co-creation â¨
to developâ¨
Tailored Innovations
Multi Stakeholder
Contract to â¨
shared delivery
Rep Visitsâ¨
Detailing
General on Line
Alignment forâ¨
Relation
Development
Multidisciplinaryâ¨
Brand delivery â¨
for Client â¨
Satisfaction â â¨
Int. cooperation
âAll for One â â¨
One for Allâ
Common â¨
Investments
to ROI
Engagement Intention Delivery Capabilities
Services â¨
Re.: Rx, Therapy, â¨
Disease info. & support
For Shared Intentionsâ¨
& cooperative planning
Companyâs â¨
Position/Expertiseâ¨
Products/Diseases
Product offeringâ¨
Basic brand services
Cross Functionalâ¨
planning to customerâ¨
obvious needs â¨
Pricing /Education/
Standard Support
Integrated expertise â¨
for disease & â¨
customer care
Tailored Optimization â¨
of Care Deliveryâ¨
Improved Outcomes
Continuous â¨
innovation, researchâ¨
& experiment
World class â¨
Frontier â¨
R&D
Benchmark â¨
Advanced â¨
Innovation
Contact &
Profile
Connect &
Relate
Build &
Collaborate
Develop & â¨
Co-Create
Partner
YOU MIGHT ALSO WANTTO LOOK AT HOWYOU
DEVELOP RELATIONS WITHYOUR CLIENTSTO WORK SO
CLOSELYTOGETHER..
55. You might want to learn about your opportunities, â¨
drivers and barriers, through a master class about â¨
value added services for the health industryâŚ
We look forward to that!â¨
56. Drs.A.R.J. Halkes MHA
rob.halkes@healthbusinessconsult.com
P.O. Box 292
5050 AG Goirle
The Netherlands
M +31 6 31 66 2595
TÂ http://www.twitter.com/rohal
FÂ http://www.facebook.com/rob.halkesÂ
LÂ http://nl.linkedin.com/in/arjhalkesÂ
WÂ www.healthbusinessconsult.comÂ
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