AGENDA Introductions Objectives Healthcare Landscape Stakeholders Overview of Pharmaceutical Industry Roles and Responsibilities within a Pharma Company Pharma Marketing ID: 753406
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Slide1
Pharma 101
June 19, 2018Slide2
AGENDA
Introductions
Objectives
Healthcare Landscape Stakeholders
Overview of Pharmaceutical Industry
Roles and Responsibilities within a Pharma Company
Pharma MarketingSlide3
INTRODUCTIONS
Rachel DiPietro, Director
Eastern Connecticut State University
Joined TKG in 2014
Started working in life sciences as a field sales representative for Forest (now Allergan) Pharmaceuticals. She transitioned over to the agency side 9 years ago. Her work has primarily focused on the development of strategies and programs to drive formulary access, as well as creating push and pull-through campaigns to maximize access and client contracting investment. She currently leads payor marketing activities for BI.
Christine Esposito, Manager
University ConnecticutJoined TKG in 2017Has over ten years of marketing experience, 5 of which has been focused in the managed markets arena. She has worked across multiple clients and disease state but is currently focused on development and implementing strategies and tactical projects for our UCB client.Slide4
OBJECTIVES
Highlight our pharmaceutical clients, how they work, how they interact with other healthcare landscape stakeholders, and how TKG works with them
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Provide internal training on the pharmaceutical industry
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PHARMA MARKETING MISCONCEPTIONS! Slide6
Patient
Payers
Physicians and Care teams
Pharmaceutical Companies
Health Systems
Regulators/ Policymakers
STAKEHOLDERS IN THE HEALTHCARE LANDSCAPESlide7
Patient
Payers
Providers
Pharmaceutical Companies
Health Systems
Regulators/ Policymakers
Ensure regulation, safety, and efficacy of drugs, prices and reimbursement
Provide best in class drugs, improve market access for utilization of drugs, to subsequently improve patient outcomes
Ensure patients get the right drug at the lowest cost with the best outcome
Deliver healthcare to patients to improve population health
Deliver healthcare services to meet the health needs of a target population through an organization of people, institutions, and resources.
ROLES AND RESPONSIBILITIES OF EACH HEALTHCARE LANDSCAPE STAKEHOLDERSlide8
Patient
Payers
Providers
Pharmaceutical Companies
Health Systems
Regulators/ Policymakers
Certain policies instruct the way in which we do business, and the way in which we inform our clients and customer base on how policy affects them.
Pharmaceutical companies are our business! Our Life Science Group works with a pharma’s brand, marketing, and account management teams to provide Agency of Record support to improve their market access
Our Care Delivery Group is engaged to facilitate the adoption of value-based delivery models for health systems. We work with providers to enable quality improvement to enhance efficiency and patient experience to improve populaiton health
Our Care Delivery Group engages with Health System stakeholders leveraging a robust clinical network. This relationship with Health Systems is also crucial to understanding our Pharma Business target customers
Our connections with payers can have a great influence on our life science customers – ensuring different conversations take place between payers and pharma with the ultimate goal of a product to be accessed without restriction and at a lower cost so providers will choose to prescribe it.
WHAT EACH STAKEHOLDER MEANS TO TKGSlide9
I should be informed of decisions relating to my health and be able to manage my condition
Patient
I must contain healthcare costs without compromising patient outcomes
Payer
I want to accelerate innovation and license products and diagnostics that demonstrate real outcomes
Regulator My policies need to encourage uptake of innovation and meet my stakeholders’ needsPolicymaker I need to adhere to evidence-based medicine to optimize my performance and delivery excellent patient outcomes
Provider
THE NEEDS OF EACH STAKEHOLDER GROUPSlide10
OVERVIEW OF THE PHARMACEUTICAL INDUSTRYSlide11
PRODUCT CATEGORIES
5
2
3
1
BRAND NAME
A drug that has a trade name and is protected by a patent. When patents run out, generic versions are marketed at a lower cost by other companies
GENERIC
A medication created to be the same as an existing approved brand-name drug in dosage form, safety, strength, route of administration, quality, and performance characteristics
MEDICAL DEVICES
Any apparatus intended by its manufacturer to be used specifically for diagnostic or therapeutic purposes and necessary for its proper application
BIOTECHNOLOGY/BIOLOGAL DRUGSThe exploitation of biological processes (especially the genetic manipulation of microorganisms) for the production of antibiotics, hormones, etc. (referred to as biologics)4
BIOSIMILARSA biologic medicine that is approved based on showing that it is highly similar to an existing approved innovative biological product, known as a reference product. Biosimilars differ from generic products because that are not identical to the reference biologics Slide12
NEW PHARMA COMPANY OPERATING MODEL
Focus on generating evidence &
Ensure patient safety and product efficacy
Part of the solution in healthcare delivery
Embraced multichannel strategies and digital
Drive patient-centric approaches
New connections to delivery systems, providers, and patients
Advanced manufacturing
Just-in-time supply
Evidence Generation
and Management
R&D
Pharmacovigilance
Health outcomes
Research
Connected Delivery
Manufacturing
Distribution
Value
Proposition
Articulation
Critical Teams
Customer Management
Sales and Marketing
Key Account Management
The legal and regulatory process ensures that all pharmaceutical product promotions are medically accurate and comply with FDA regulations (i.e. FDAMA 114) and protect the pharmaceutical company from litigation
The legal and regulatory team is involved with all critical teams
Legal and Regulatory TeamSlide13
Evidence Generation and Management
Conduct research to uncover the
scientific basis
underlying a drug’s mechanism of action
Coordinate stages of
clinical trials
to determine the efficacy, safety and quality of a drug Research and Development (R&D) 1
PharmacovigilanceThe science relating to the detection, assessment, and prevention of adverse effects or any other drug related problemOccurs after product launch/license
Health Economics and Outcomes Research (HEOR)
A discipline used to complement traditional clinical development information (i.e., efficacy, safety, quality) to guide decision-makers regarding
patient access
Captures data to help payers determine efficacy, cost, and reimbursementOccurs after product launch ROLES AND RESPONSIBILITIES WITHIN A PHARMA COMPANY Slide14
Connected Delivery
Manufacturing
Distribution
2
Drug distribution is the process by means of which people get access to drugs. There are many stakeholders involved in this drug distribution model, including;
Pharma company (manufacturer)
Wholesaler
Pharmacy Benefit Manager (PBM)Pharmacy
PayerProvider/Physician
Patient Drug manufacturing is the process of industrial-scale synthesis of pharmaceutical drugs by pharmaceutical companies.
Biotech manufacturing is more costly than traditional manufacturing due to the use of living organism for manufacture
ROLES AND RESPONSIBILITIES WITHIN A PHARMA COMPANYSlide15
Definition
Customer Management
Sales are conducted through a select number of account managers who act as pharmaceutical companies’ representatives to
Influence healthcare stakeholders to improve formulary access for their chosen drugs
Improve the utilization and sales of drugs.
Sales
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Marketing
Marketing is the business of promoting the sale of pharmaceutical drugs.
Account Management
Focuses on the needs of a particular customer segment to address needs beyond those touched by traditional sales team within compliance guardrails
ROLES AND RESPONSIBILITIES WITHIN A PHARMA COMPANYSlide16
What is it?
Focuses on the needs of a particular customer segment to address needs beyond those touched by traditional sales team within compliance guardrails
Account Managers (i.e. Key Account Managers [KAMs], ADSOC [Associate Director Systems of Care], Account Leads, Regional Account Managers [RAMs], Health System Business Managers [HSBS] etc.)
Emerging field forces are charged with building long-lasting, mutually beneficial relationships with large physician networks, pharmacies and wholesalers, private and government payers, and hospital systems
How is this done?
Direct conversation between company professional and appropriate customer decision makers
Appropriate programs based on compliance guardrails and corporate objectives
Who are the players?Corporate Marketing Team Sets strategy aligned with corporate mandate and alignment to brand strategy as appropriateDefines goals and targets (or target parameters)Monitors success factorsField Team – Account Managers (geographically dispersed)Interacts directly with customers to determine needs and deliver programs/solutionsAccount Management AgencyPHARMA ACCOUNT MANAGEMENT Slide17
PHARMA MARKETING TARGET AUDIENCESlide18
Patients
End user of product/service in health care
Highly engaged patients may consult message boards and disease advocacy groups
Pharma typically interact with this audience via traditional consumer marketing e.g. TV and radio advertising
c
An organization of people, institutions, and resources that deliver health care services to meet the health needs of target populations
Pharma typically interact with executive level decision makers to influence at a health system level
Health Systems
Includes physicians, pharmacists, nurse and other care team members involved in the utilization, prescribing and coordination of products and services in health care
Pharma typically interact with this audience via a trained field force
HCPs
Includes entities other than the patient that finance or reimburse the cost of health services, in most cases this is an insurance carrier Pharma typically interact with this audience via a trained field force Payers
PHARMA MARKETING TARGET AUDIENCESlide19
Branded content includes the product’s name, indications, and attributes
Unbranded content does not include the product’s name, indications, and attributes
Traditionally, unbranded content has been used in advance of product approval to help support product awareness and market preparation
Branded
Unbranded
Educational materials that are disease and brand agonistic and utilized primarily to build stronger relationships with customers
Above Brand
BRANDED, UNBRANDED, AND ABOVE BRAND
Traditionally, non-personal promotion tactics have been conceptualized as
branded
or
unbrandedSlide20
BRANDED EXAMPLESlide21
UNBRANDED EXAMPLESlide22
Patient Journey
Program Sell-in Presentations
Value Proposition Resources
(Presentations/Leave Behind)
A tool used to communicated
the value proposition of a service
, product or the account management team itself
Used to provide
an overview of a program to executive level decision makers
that may be implemented with healthcare providers
A conversation piece that enable the account manager
to better understand their customer
and the issues they face to identify areas of shared priority (i.e. where pharma can help with the ultimate goal of improving patient outcomes)
HEALTH SYSTEM TACTICAL EXAMPLESSlide23
Pull Through Materials
Educational Materials
Push Through Materials
Increase utilization by educating HCPs and office staff on overcoming restrictions and available access resources
Educational materials
on
disease state
or
care delivery
(i.e. effective communication, motivational interviewing, Electronic Health Records)
Communicating access and affordability of the product to HCPs to
encourage them to prescribe the product
to increase uptake/"pull" in more patients
HEALTHCARE PROVIDER FACING TACTICAL EXAMPLESSlide24
Disease Management Tools
(i.e. Worksheet, Disease Diary)
Product Leave Behinds
Disease State Education
General information about disease states to enable patients to
better understand their condition
Informative pieces to communicate important information about the
product, access, safety and administration
Tool to help patients better
manage their disease
PATIENT-FACING TACTICAL EXAMPLESSlide25
Formulary Kit and Monograph
Value Proposition Presentations
and Implementation Guides
Provides information on a
product's access
to a patient
Access Training Materials
Sets up strong, compelling,
customer-centric
product value proposition
Provides a detailed clinical product overview for
formulary decision makers
including disease state and product information
MARKET ACCESS TACTICAL EXAMPLES Slide26
The healthcare landscape is shifting, with the emerging trends of value-based care and of patients becoming increasingly proactive, seeking to manage their own health outcomes
Marketing and sales teams can now segment consumers by factors, such as their healthcare-seeking behaviour, buying habits, and channel preferences in an effort to appraise their customer needs
They can use a multichannel approach, including social media, to reach patients with promotional and educational materials tailored to differentiate their products based on individual preferences and healthcare needs
Health technology
Patient experience
Mergers and acquisitions
EVOLUTION OF PHARMA MARKETING AND TRENDS
Slide27
APPENDIXSlide28
Allows biopharmaceutical companies to disseminate health care economic information (HCEI) to those who need it for formulary decision making
Renewed interest due to growing prevalence of comparative effectiveness research, “big data,” new data sources available for deriving HCEI, and recent court decisions
Overview
Greater clarity in legal lexicon is important given demands by payers and other stakeholders for evidence of value
HCEI definition: An analysis that identifies, measures, or compares the economic consequences of the use of a drug
FDAMA 114
Food and Drug Administration Modernization Act of 1997 Section 114