Presented by: Alex Zhu, Manager Ariel Herrlich, Analyst The recent shift toward consumerism and patient empowerment is driving companies to reevaluate the role and design of patient support programs. Historically, pharmaceutical manufacturers implemented support programs largely as a way to address patient non-adherence. These programs were often single-based solutions designed to meet mass market needs. Next generation patient support programs will go beyond simple adherence to address holistic disease management through individualized, patient-centric service offerings. Using a case study, we illustrated: - How to evaluate your current patient support program offerings, using a combination of standard and non-standard metrics and exercises - Re-define what “value” means in a world of patient-centricity and personalized care - Assess the impact/ROI of potential new service offerings and enhancements

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SKIM: Decision Behavior Specialists
Alex Zhu | Ariel Herrlich | February 2016
Leveraging Patient Support Programs in
Biologic-Biosimilar Competitive Landscape

2. Biologics are facing biosimilar competition
2

3. Strategic levers in biologic-biosimilar competition
3
Patient
support
Market
access
Product
formulation
Messaging
1 2 3 4

4. • Benefits investigation
• Copay assistance
• Injection trainings
• Education
• Nursing support
• Supplies/kits
• Peer resources
Basic structure of such patient support programs
4
1) Access to
medication
2) Services to
improve
outcomes
3) Living with
the condition

5. Stakeholders of a patient support program
5
Patient
support
program
PATIENT MANUFACTURER
NURSE PHYSICIAN

6. 5 key learnings to leverage patient support programs
in biologic-biosimilar competitive landscape
1
2
3
4
5
Three types of
services are
most critical
Different needs
for different
stages in the
patient journey
Two broad
opportunities
to (re)create
value
Goals and
expectations
are different
Patient support
programs are
not just for
patients

7. Learning 1: Access, device training and disease,
and therapy education are the most critical services
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expected for biologics
expected for bothexpected for biosimilars
expected for neither
• Co-pay assistance
• Injection training
• Educational
programs

8. Learning 2: Patient support programs are also
about helping HCPs better serve patients
8
RX INITIATION PROCESS FOR HCPS
ACCESS TRAINING
Insurance coverage investigation and financial
assistance
Ensures access and by assisting with obtaining
insurance coverage
Injection training, education
and support
Inspires confidence that patients will initiate and
maintain Rx
Nurses spend the most time on the phone and
filling out paper work.
Physicians may need to hire staff to
handle authorizations.
Nurses are freed from providing training
themselves.

9. Learning 3: Recognizing patients’ needs at various
stages of their journey is important
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Initiation Control
QoLFrustration
Symptom
change
Fear about
progression
Injection training
Nurse support
Co-pay assist
Education
Nurse support
Education
Insurance change
Education
EmotionalClinical

10. Learning 4: Goals differ between originator and
biosimilar patient support programs
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Biologics Biosimilars
Differentiate:
Ø Meaningful services: HCP centered
services or services that help to obtain
access and ensure compliance.
Ø Cohesive patient experience
Prioritize:
Ø Evaluate existing programs
Ø Identify what matters most: Certain
services are expected - cost of coming on the
market.

11. v There is low awareness of the full
breadth of services
v Reflect how patients and HCPs
categorize services differently
v Clear, descriptive language optimizes
utilization
v There is more room to create value for
HCPs
v Ensuring that patients get on treatment
and stay compliant eases the burden
on practices
v Easy to access
Learning 5: Two broad opportunities to (re)create
value for all stakeholders
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Re-package service offerings
Offer services that make HCPs’ lives
easier

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Framework and considerations

13. Include all of the relevant stakeholders
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What is the actual impact on prescribing?
• Ultimately responsible for prescribing
• May take different programs into account
How do different programs compare in
alleviating the burden of getting patients started?
• Most interaction with support programs
• Deeper understanding of different programs
What feelings does patient support invoke? How
do those feelings impact brand loyalty?
• Rely on programs for starting and staying
with Rx
• Programs provide assistance and comfort
KEY QUESTION RELEVANT EXPERIENCE
PATIENTNURSEPHYSICIAN
STAKEHOLDER

14. Employ a multi-phased qualitative and quantitative
methodology
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PHASE 1
PHASE 2 PHASE 3
PHASE 4
(Optional)
Exploratory
Qualitative
Immersion Session
with the Brand Team
Validate with
Quantitative
Iterative Qualitative
Competitive Intel

15. Phase 1A: Exploratory qualitative research
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Individual Interviews Online Bulletin Board Focus Groups
Establishing a range of
experiences
Broad exploration of individual
experiences
Projective exercises for
unstated feelings and unmet
needs
In-depth reflection and
descriptive accounts
Ideation and co-creation
Assess extent of unmet needs
MOST APPROPRIATE STAKEHOLDERS MOST APPROPRIATE STAKEHOLDERS
PATIENT NURSE PHYSICIAN PATIENT NURSEPATIENT
MOST APPROPRIATE STAKEHOLDERS

16. Phase 1B: Competitive intelligence (conducted
alongside exploratory qual)
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• HCPs typically work with
multiple brands
• Therefore, competitive
intel is relatively easy to
obtain
• Current patients with past
experiences on other brands
• Former patients who have
switched
• Competitor patients who
have never been treated with
the Rx in question
HCPs PATIENTS

17. Phase 2: Immersion session with Brand team
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• Discuss the qualitative outcomes deemed relevant
• Identify relevant service offering packages
• Align the outcomes of the quantification phase with brand team needs and
expectations

18. Phase 3: Validation through quantitative research
Metrics to assess current
services
‘Drag-and-drop’ classification Measure impact on loyalty
Current
Services
Potential New
Services
UNNECESSARY
NICE TO HAVE
ESSENTIAL
Awareness Importance
SatisfactionUtilization
Baseline of
engagement/ loyalty
Compare optimization
strategies against
baseline

19. Contact
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skimgroup.com
SKIM: Decision Behavior Specialists
Alex Xiaogung Zhu
Manager
Based in New York
Ariel Herrlich
Analyst
Based in New York