Published on February 26, 2014
Leveraging the Power of CI in Market Access Projects Determining funding and procurement pathways in EU5 Joao Saraiva Associate Director, Marketing Intelligence Astellas Pharma Muneer Ahmad Director, Consulting Practice Lifescience Dynamics Date: 18th February 2014 firstname.lastname@example.org All trade marks are owned by Astellas Pharma Inc. and/or its related entities. Third party trade marks are owned by the originating companies and they are used under license and/or they may be referred to with permission and/or acknowledgement by Astellas Pharma Inc. and/or its related entities.
SECTIONS 1. Introduction / 2. Key considerations and challenges / 3. Approach and Methodology / 4. Insights / 5. Conclusions / 6. Q & A / Copyright Lifescience Dynamics Ltd 2014 2 Confidential
• • • • • Operations in Japan, Europe, Asia and North America Sales FY2012 of ¥1,005.6 billion ($11.71 Billion) In 2012, combined R&D budget € 1,371 million* (¥ 181.9 billion) Global category leader in transplantation and urology Approximately 17,000 employees worldwide Astellas aims to be: • • • An R&D-driven global pharmaceutical company A provider of value-added products globally A global category leader in each of its therapeutic areas 3
Lifescience Dynamics provides decision support and expert guidance to manage complex strategic issues Lifescience Dynamics offices Countries where Lifescience Dynamics has worked Patent analysis CI dept. setup & training Ad hoc primary intelligence Global network and local insights On-going monitoring War gaming & strategy workshops Copyright Lifescience Dynamics Ltd 2014 Intellportal – CI portal • Access to reliable source networks including generics and biosimilars companies • Conference CI Worked with and supported some of the biggest brands Core markets - US, UK, France, Germany, Italy and Spain • Generics & biosimilars assessment Delivered over 400 projects worldwide • Deep dive: scientific/ commercial • Secondary markets – Brazil, Russia, India, China and Japan • Local knowledge of APAC markets in Turkey, South Korea, Taiwan, Singapore, Australia, New Zealand and Hong Kong 4 Confidential
SECTIONS 1. Introduction / 2. Key considerations and challenges / 3. Approach and Methodology / 4. Insights / 5. Conclusions / 6. Q & A / Copyright Lifescience Dynamics Ltd 2014 5 Confidential
Astellas wished to understand the funding flow and market access potential for their novel treatment Astellas has an asset with a novel mechanism of action compared to currently marketed products including oral route of administration Copyright Lifescience Dynamics Ltd 2014 Previous payer research concluded that : • This is a commoditised hospital market • Choice of treatments is currently determined by tenders/contracts • Payers would accept a nominal price premium if clinical evidence is robust 6 Astellas wished to conduct further research to understand the competitive landscape and funding flow in detail The results of this research will optimise Astellas’ market access strategy Confidential
The objective was to understand the funding and procurement pathway and its impact on Astellas’ asset Distribution channels Funding source and flow • What is the funding flow for treatment; from commissioning to purchasing? 1 • What is the distribution channel for drugs to treat this condition? 2 • How does this affect the funding? Current procurement process 3 • How are tenders currently managed? • Are there any special budgets? 4 Comparison of currently available drugs • How are competitors positioned to access this market? • Where would our asset fit into the current process? Competitive intelligence Copyright Lifescience Dynamics Ltd 2014 7 Confidential
Complex strategic issues need multiple inputs Leverage synergies with CI and MA and P&R Competitive intelligence Market access Pricing & Reimbursement Solutions based on analytics and multi-disciplinary effort Strategic insights Copyright Lifescience Dynamics Ltd 2014 8 Confidential
SECTIONS 1. Introduction / 2. Key considerations and challenges / 3. Approach and Methodology / 4. Insights / 5. Conclusions / 6. Q & A / Copyright Lifescience Dynamics Ltd 2014 9 Confidential
We proposed a hybrid research programme with payers and purchasers as well as CI on competitor companies Discussions with stakeholders at Astellas • Guidelines Competitive intelligence Successful market access • Purchasing decisions • Evaluation process • Commissioning trail • Formulary listing • Funding pathway • Negotiations • Budgets Understand purchasers and formulary committees Copyright Lifescience Dynamics Ltd 2014 Understand funding and tender process 10 Confidential
CI was gathered on a range of issues to evaluate the competitive landscape Competitive market Lifecycle management Targeting, messaging Competitor companies Buying process Sales force structure Competitive intelligence Marketing strategy Competitor products Commercial deals Value-added services Discounting Staying one step ahead of your competitors Copyright Lifescience Dynamics Ltd 2014 11 Confidential
CI from competitor companies enabled coverage of the competitive market access landscape in EU5 Operational structure • What are the core skills, if any (specific to this market), of the in-field team that we need to be aware of? • N.B the marketing organisations may differ by country Sales strategy • Who are they targeting and why? • How important is the product to them? • How does the product fit into their franchise strategy, or complimentary to another brand in the portfolio Messaging • Clinical advocacy and patient positioning • Is there any evidence of repositioning by competitors on the back of prescribing trends? Buying process • What is the buying process in each country / region within a country? • Are there any opportunities/threats for Astellas in each country? Range of services offered by each competitor (including homecare where relevant) • Understand competitor COGs and level of resources invested by the target company • Identify features of winning tenders by country • Where Astellas and its affiliates need to focus resources to compete in the target market Copyright Lifescience Dynamics Ltd 2014 12 Confidential
A hybrid approach using CI and market access research helped to identify issues around funding/tenders Competitive intelligence: Potential barriers, and means of addressing them; recommendations to optimise advanced launch preparation Allow us to understand the other side of the story; how leading companies are promoting their products Approach competitor sources to gain insight into key success factors for market access 1 2 3 4 Strategies and tactics for winning tenders 5 All intelligence will be triangulated to enhance reliability Payer and purchaser research will provide insights into: Explore key features of deal structures that win tenders Buying (tenders and contracts) process for each country 1 2 3 Potential access barriers, and means of addressing them; recommendations to optimise selling process Map out key dates and requirements for tenders/contracts Copyright Lifescience Dynamics Ltd 2014 4 13 Confidential
Multiple sources of information were evaluated and assessed to derive strategic insights 1 Astellas: Internal stakeholder interviews Primary CI: 2 Commercialisation strategies, and risks by each targets 4 Validation and findings Data Analysis Payer research: 3 Buying and funding process in each country Copyright Lifescience Dynamics Ltd 2014 14 Confidential
SECTIONS 1. Introduction / 2. Key considerations and challenges / 3. Approach and Methodology / 4. Insights / 5. Conclusions / 6. Q & A / Copyright Lifescience Dynamics Ltd 2014 15 Confidential
Competitor companies have adapted differently to local pressures in EU5 Significant intelligence was obtained within the organisation by interviewing ex-employees; more than we had initially expected • CI already exists in a company Payers provided an idea of what price the product can expect in the market and level of premium. CI provided detailed information on competitor strategies, discounts, sales force structure etc. Payers provided information about funding pathways and tender systems, whereas CI gave insight as to how competitors had organised themselves to access different pathways Strategy depends on the buying process in each country. For example: • UK: 1 person manages tender process nationally • France, Italy, Spain, Germany: Account teams target hospital decision makers and/or regional and national health authorities • Italy: District Managers target physicians and influence regional centres to help secure tenders Copyright Lifescience Dynamics Ltd 2014 16 Confidential
The two streams of research provided complimentary insights Target group Objective • Market access Competitive intelligence Payers and purchasers Stakeholders and influencers Copyright Lifescience Dynamics Ltd 2014 • • • Insights Evaluate product characteristics Focus on what payers think about the product and how it can gain access Determine opinions and market access trends Understand the competitive market Focus on competitors and their positioning Gain predictive view of the market 17 Confidential
Lifescience Dynamics facilitated sharing of outputs with Astellas’ EU affiliates through a series of workshops Insights Copyright Lifescience Dynamics Ltd 2014 18 Confidential
SECTIONS 1. Introduction / 2. Key considerations and challenges / 3. Approach and Methodology / 4. Insights / 5. Conclusions / 6. Q & A / Copyright Lifescience Dynamics Ltd 2014 19 Confidential
Conclusions discussion Adding a CI layer enhances the quality and robustness of the market access findings to be used in strategy development Key considerations Sharing insights Value of CI It is of real value and does not necessarily incur additional cost and time as it can be done concurrently Copyright Lifescience Dynamics Ltd 2014 20 Confidential
SECTIONS 1. Introduction / 2. Key considerations and challenges / 3. Approach and Methodology / 4. Insights / 5. Conclusions / 6. Q & A / Copyright Lifescience Dynamics Ltd 2014 21 Confidential
Copyright Lifescience Dynamics Ltd 2014 22 Confidential
All trade marks are owned by Astellas Pharma Inc. and/or its related entities. Third party trade marks are owned by the originating companies and they are used under license and/or they may be referred to with permission and/or acknowledgement by Astellas Pharma Inc. and/or its related entities.
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