Pharma, care and social media how to gain partnership in care


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How pharma can gain partnership with health care constituencies to develop patient centred care.

Published in: Health & Medicine, Business

Pharma, care and social media how to gain partnership in care

  1. 1. Pharma, Care and Social Media How to gain partnership in care – say “trust”? Rob Halkes Pharma Marketing Summit, Zürich October 13, 2010 value innovation in medical and life sciences
  2. 2. Disclosure > 20 years Health care business development consultant to all parties in health care, a large part of them being the pharmaceutical industry in the Netherlands and Europe; Use a bit of social media 1 Participant in #hcsmeu – movement.
  3. 3. I. The Dutch Case II. Social Media? Development towards improved care? Experience Co-Creation: integrating health care patient centred! 2 III. How: Key Customer Focus: How Pharma creates long term partnership with health care constituencies: - differentiated approach to Rx Decision makers - integrating pharma care in health care 3.0
  4. 4. General Trends Pharma market Average Western Europe Actual Market Conditions the Netherlands Declining access to prescribers; Image pharmaceutical industry; More and more strict regulation of 3 Pharma promotion Cost of health care is high on The political agenda: price erosion Netherlands Pressure on prescribing generics International No large blockbusters Sales forces rationalization Centralization Pharma at the “Tipping Point” Search for new business models
  5. 5. 4 Roland Berger: Penny wise, Pound Foolish? May 2010
  6. 6. The Dutch Health care market Privatising health care market 2006: Liberalisation Health Care Insurance Customer Market, Health Care Health care Insurance provision • Power and direction of market market market development to HC Insurance Co’s: • Buying power: Pharma tenders, Health Care Health Care Insurance Co. providers • Selection of health care providers, Health Care • Towards integrated care; Contracting market 5 Liberalisation of prof. medical activities in clinic: Non-negotiable and negotiable (A & B segment) med. activities, System of DRG (diagnose related group of act.); Focus and concentration of care at local GP-level Integrated care for chronic conditions at health care groups – towards integrated cost of care (Outcome pricing?); Allowance for private investments and profit; Still national Budget/ Standard package of Care Insurance ↓;
  7. 7. Primary care: GP practice consolidation = GP 6 = pharmacist = nurse practitioner. 1970 2008 = other HC profess. (51%) Group+ Health Solo (20%) Duo (29%) Group Pharmacist Centre
  8. 8. Health Care groups focus on development of chronic care (Diabetes, COPD, CVRM, etc) – so as to negotiate with the heath care insurance co’s. N= +/-100 HC- HC- HC- group group group 7 Structures on Waar- three levels A- 1e lijns HOED neem HOED centrum groep GP GP GP GP GP GP GP GP GP
  9. 9. What is this with Social Media? 8
  10. 10. And What could you do with them? Publish MMO Share 9 Social Discuss Games Virtual Social Worlds Networks Micro Livecast blog Life stream
  11. 11. Create Transactional Desired Occasional Outcomes Impersonal Continuous Short-term Intimate Loyal Web 1.0 Web 2.0 Web 3.0 10 - Exposure - Interactive - Focus - One way - Sourcing - Collaborative - Information - Dialogue - Commitment - Public - Public/Private - Together - Private Communicate Engage / Relate Collaborate partner Listen Engage
  12. 12. What party does not use Social Media? All parties in caring for health and health care use social media: Health care providers, Health care providing organisations: hospitals, 11 pharmacists, GP, local HC centres, etc. etc. Health Professional organisations, The government and Ministries of Health, Health Authorities; Health Care insurance agencies; The supplying industry; Health care publishing agencies; Patients and patients organisations, and Yes, Pharmaceutical industry as well… And each party benefits from them too!
  13. 13. But: Pharma is under scrutiny! Web1.0 and Web2.0 is subsumed under public Information, so under scrutiny from promotion and advertising rules; Accountability; 12 Fulfilling Regulatory Requirements; Posting Corrective Information; Links; Adverse Event Reporting; Sandra van Nuland, Zamire Damen April 2010
  14. 14. How to tackle the obligations? Beyond current and existing systems for pharmacovigilance: Monitor all social media and internet mentions of the company and brands, (Boehringer Ingelheim); 13 Publish guidelines to be followed internally and to advise external ppl. (Roche); Design, pilot and test! Attend to the ROI of things.. Even better to “Return on Health” ROH! FDA/ EMEA is watching!
  15. 15. Starting opinions re.: Pharma & Soc. Med.: - Twitter & non T - Pharma & non Ph 14
  16. 16. Lessons learned in Pharma2.0: There are structural and fundamental changes in communication in going from “advertising” to “engaging”: “Do not promote”… Form product oriented to patient centred: 15 Listen more than talk; Be transparent and honest; Be authentic; Be personal; Information ≠ informing (Quote by Hilda Bastian, IQWiG, Germany) Pfizer’s principles in online information Rene Neubach, October 2010
  17. 17. Pharma 1.0 Pharma 2.0 Pharma 3.0 - Exposure - Interactive - Focus - One way - Sourcing - Collaborate - Information - Dialogue - Commit - Public - Public Private - Patient’s Privacy Communicate Relate Collaborate One way Two way Experience 16 information Communication Co-Creation - - - “Access” To interact Collaboration - - Partnership to Detailing E-detailing health care Conferencing Email campaigns development Educating Building - communities Improving Health Care Outcomes
  18. 18. “Experience Co-Creation in Care” Imagine structuring and solving problems in process of delivery and implementing the therapy Other Friends Patients Coach Etc. Family Patient 17 GP Nurse Etc. Ph Logistics Industry HCI
  19. 19. How does EC3 support HCproviders in their medical profession It supports them with support to their patients without a great deal of investment or energy; It helps them reach goals in health (e.g. compliance) more 18 easily; It distinguishes their business from other health care providers; They are enabled in cooperation with other stakeholders without competition between them; Their professional needs of caring for health care will be satisfied.
  20. 20. How does EC3 help patients They find a trusted and reliable, easily accessible health care context that satisfies their needs in their care for health! Their care provision is integrated, structured 19 and organised for all related health care provider and stakeholders; They have all sorts of information and support facilities that their providers also are accustomed to; They feel a sense of trust and peace of mind, because there’s always a human helping hand and listening ear – one click away.
  21. 21. Pharma: Add to your promotion: “Key Customer Focus” 1. From promotion to Health Care Support and Health care development: Value proposition by Integrated Offering; 2. From Approaching Individual Prescribers to 20 Health Care Groups: Segmentation of Potential, Accessibility and Feasibility; 3. From promotion only, to collaboration and on to Partnership Operational levels of cooperation; 4. From a standard approach to all, towards Differentiation of Accounts;
  22. 22. Development of integrated value proposition Product Medicine, Drug profile Product Rx Core: Pharmaceutical and Information on Pharma economically characteristics features, functionality and effects 21 Focus on adequate use Augmented brand 1st Layer For the right patient Support and service by in the right condition marketing tools through different channels A. Professional Support of Value proposition HC professionals A. Patient oriented health care 2nd for the patient activities by Health Care Layer Professionals B. Cooperation and synergy between co-acting B. Increasing HC effects by health care providers improvement of care and health processes
  23. 23. Possibilities and perspectives for EC3 Communication and information to patients Self knowledge tests on condition and implications Patient coaching on initial experience of diagnosis Support to first drug issue Peer support and coaching 22 Patient partnerships Integrated connection for care processes Close cooperation with pharmacists, health care providers and other stakeholders in care Compliance support Behavioural change and life style support Food and nutrition information Information on multi drug interaction issues From first support to problems in use Remote diagnosis Patient profiling
  24. 24. Development of value proposition Key to an effective value proposition of Pharma, is: • A USP that opens doors to gain access; • Added value to health care professionals and health care payers; • Added value in terms of improvement of patient care; • A means to develop and sustain a long term relationship. Guidelines to the development of the value proposition: • Define major steps of treatment to the disease to define the total cycle of care to the patient 23 (from awareness and diagnosis to treatment and recovery); • Develop Care for the disease as integrated HC-approach: • Patient support programmes; So much to gain by elaborating on: providing information ≠ informing • Various elements to structure the health care process by health care providers; • Various elements that improve care but do not extend providers’ action or time; • Allow for various levels of offering depending on sales potential; • Make an inventory of the needs of HC-groups with care for the disease treatment; • Develop business case for HC group
  25. 25. How to know the networks of influence around Rx 24 • Data collection (relevant data and keeping them up to date) • Registration (integrating and aligning information, report and relation management systems) • Segmentation (segmenting account groups) • Targeting(selecting and focusing on access and sustain relationship) Not just on potential of individuals, but of groups, their accessibility and the feasibility for success to differentiate
  26. 26. To determine 1. Analyse and Profile Decision makers’ differentiating Selection and segmentation of Potential characteristics on Accessibility Accessibility Variables and Accessibility 2. Determine main dimensions for distinguishable approach Determine feasibility of success Distinguish categories Test Define and decide on Routines and 25 Content of approach 3.What steps in Account development and management How to implement Create national and local Health Care Institutions - Focus on content to create guiding and 4. Upon analysis Collaboration for sponsoring create specific value propositions / Health care Health Care incentives development, Development by gradually moving your partnerships into optimising patient care 5. Implementation
  27. 27. Account Based Marketing Everything must be seen fit to the account! Segment type Data and characteristics Targeting Effects and output Investment: volume 26 Monitoring Account Commercial action plan Related professional functions Process structures Account management Information and Means and channels communication
  28. 28. To create cooperation: Steps towards Integrated care and Partnership 4. Targeting health care Contract to integrated care with more parties: Level of Multi party deal on outcomes outcome directed, long term, Health Outcomes With more Integration stakeholders In development and improvement. Value Value 3. Commitment Design Contract to design and implement 27 and realisation of Partner to joint tailor made Based on customer knowledge, Creation Creation Results solutions Level and in co-makership. 2. Cooperation to Commitment on Implementation Contract: Level of realize mutual effort goals Agreement at DMU level, on effort. Cooperation 1. Sponsor contract: Service Offering These are our Level of services Utilising capacity, Sponsoring Transaction Experience and “know how”.
  29. 29. “Key Customer Focus” 1. Learn which accounts to focus on, depending on accessibility, potential and feasibility of success; 2. Teach the field forces how to differentiate in their account management; 3. Define and create value propositions that adopt the 28 customers’ desires and demands for results of the relationship with pharma and for health outcomes, into EC3; 4. Teach marketing and field force to step beyond promotion and develop cooperation towards partnership with health constituencies; 5. Decide strategically your company’s position to health care; 6. Develop a business cycle to budget and implement, and to adopt to changing market conditions.
  30. 30. USP in pharma field forces Integrated Offering Development of Integrated Health Partnership and Pharma Care in stages 29 Differentiated Business Model Account Specification Based Marketing
  31. 31. 30 THANK YOU
  32. 32. References 31 Never hire an expert:; Rob Halkes, Social Media and Pharma, Selling Sickness, Amsterdam, & October 2010: Pennywise, pound foolish? Accessible, affordable and high quality pharmaceutical healthcare for the Dutch patient – Today tomorrow. Position Paper, Roland Berger, 2010. Quote by Hilda Bastian, IQWiG, Germany: Independent Patient Information, Selling Sickness Conference A’dam 7 October 2010, Rene Neubach,Pfizer: How to successfully launch online programmes and engage with HCPs, Digipharm October 2010 Judith von Gordon-Weichelt, Head of Media & PR, Boehringer Ingelheim GmbH, Social Media Monitoring, Digipharm Conference London, October 2010; Ernst & Young, Progressions Pharma 3.0, Global Pharmaceutical Industry report, Basel May 2010. Rob Halkes, Experience Co-Creation in Health Care (EC3),
  33. 33. Van Spaendonck’s BU “Value Innovation in Medical and life Sciences” is a focused consultancy firm. Van Spaendonck management consultancy supports and directs parties and professionals to proper choices and processes to create and develop their USP, a better market position and performance. In the dynamics of health care systems, pharmaceutical industry, health care insurers, social parties, and health care professionals will be challenged more and more to their added value. The business unit “Value innovation for Medical and Life Sciences,” has the needed expertise and experience to initiate and develop processes and clinics for health care, marketing, sales and management systems, professional development, and strategic organisational change. 20 years of consultancy expertise to pharmaceutical and medical industry, life sciences and health care. Actual research and publications in health care and marketing developments. Rob Halkes BU Van Spaendonck – Value innovation in Medical and Life Sciences T +31 418 578000 M+31 653 420722 E G.E.H. Tutein Noltheniuslaan 7 W 4181AS Waardenburg T the Netherlands value innovation in medical and life sciences