We all know that creating value can be a challenging and complex process. With so many variables and different perspectives, how can you ensure that you are building value propositions that truly resonate with your Payers?

1. contact:
phone:
email:
date:
office:
web:
Christopher O’Neill
+44 (0)7850 604694
coneill@curo.co.uk
February 25th 2016
Chilterns House, Dean St, Marlow, SL7 2RE, UK
www.curo.co.uk
From Insights to
Value Proposition:
Matching Evidence
and Payer Need

2. Overview
What you will learn:
 How to avoid the common pitfalls experienced when developing value propositions
 How best to leverage data for better insights
 Some simple mechanics for more effective management of the value creation process
 Marshalling messages to create tailored value propositions for the needs of different
stakeholders

3. The insight challenge
What is a Payer insight and why does it matter?
 An insight is an understanding of how a therapy differs vs. another therapy
 An insight can be around different areas of performance such as:
Clinical – around endpoints, such as OS or PFS in Oncology, or Stroke avoided in
AF
OR
Economic – around endpoints, such as resource utilisation, cost of adverse events
or societal costs
Insights matter because they are the basis
of differentiation – and as such the
basis of a Payer saying yes to a therapy
(i.e. successful Market Access)

4. How do we get insights?
We normally get insights from looking at the challenges associated with the
target indication (BOD), and exploring how:
 The Current SoC addresses these challenges
 The ways in which our therapy is likely to more effectively address
these challenges
What we are doing is reverse engineering a gap analysis that we know we can fill
In the ideal world this works really well and simply:
 We see a disease challenge
 We know how the SoC performs
 We know our therapy outperforms
Hey presto – we have an insight which we can
turn into a value message:
e.g. Therapy A outperforms the SoC on Measure A, which has the
following benefits… you know drill

5. How do we get insights?
What happens when we cannot find an insight?
Where will we get our value messages?
 Option 1: Dig anywhere and everywhere – if you dig enough
holes you will find something
This is an expensive, scattergun approach, with no guarantee of
success – more BOD and SLR work may yield something, but also
it may not
 Option 2: keep looking where you were, but look more creatively
This is asking you to back your original hunch.
In a game of Hide and Seek, if you saw someone enter a room, do
you give up if that person you saw is not behind the door?
No, you look under the bed, behind the curtain and in the wardrobe
– because you know that is where they will be. They won’t be in
the kitchen or the bathroom.

6. Why do we look elsewhere for insights?
When we commission research as the first step in looking for insights,
we get:
 An SLR report
 A data extraction sheet
 A summary report
Great – but sometimes the insights aren’t there or are not good enough.
Do we go back to the data?:
 We have a spreadsheet with 30 inclusion criteria
for 5 therapies and we have 10 economic and
10 clinical and 10 humanistic endpoints
– therefore we have 15,000 cells to look at.
To many people this feels like a nightmare – we cannot
possibly find a needle in a 15,000 cell haystack…
So we look elsewhere!

7. The insights may well be in front of us
No one can manually search a 15,000 data cell for an insight.
Going back to an agency costs money and relies on someone else looking
through 15,000 cells – why would they be better than you?
The need is clear:
 How can we automate the analysis of this data?
 How can we tweak and play with the data?
 How can we tease out nuances to build real insights?
We are clever enough to have had the confidence to build the
initial SLR around likely areas of performance; we should
therefore back that initial confidence and invest in making
that research work for us.
Don’t put the research in the filing cabinet – make it work for you

8. Better analytics
User-friendly analytics are essential if you are going to find insights in
complex data sets.
There are typically 2 types of solutions out there to support this - we define
them as:
Open Source
Core principle: look through all
available published data and
analyse for insights
Pros: can highlight data and lead
to insights which were not in the
original data set
Cons: time, cost, not focused,
noise – everybody’s data
Closed Source
Core principle: look though your
own data and analyse for
insights
Pros: time, cost, focused,
credible – my data
Cons: potentially restrictive

9. Building value
So finally we have managed to find some insights.
Now we just need some great value messages:
 A successful value proposition is entirely based on its audience, what matters to them, and
how we perform in that space
 A value proposition is the aggregation of value messages, which in totality, will increase the
likelihood that a Payer stakeholder will support the listing and usage of a therapy

10. Why tailor a value proposition?
Current challenge – our research has shown these are the pitfalls
 Too product focused
 Too technical
 Little basis in Payer need
 Unclear real world comparator
Value should be based in the Payer’s reality
Understanding the patient pathway is a critical step in establishing a value
proposition; after all, how this will be impacted is the core of a value
proposition.
From Insights - identify the areas of concern (clinical and economic) and
align value messages to show how a therapy performs in totality.
One size fits all value propositions do not work
Mapping pathways is crucial to understanding the nuances of value, and
building tailored value propositions.

11. NEED – INSIGHT – VALUE
Mapping pathways is potentially complex but solutions are out there:
 Swim lanes – great simple thinking for identifying stakeholders, actions, and interactions

12. NEED – INSIGHT – VALUE
Now we leverage insights to see where we outperform and who this affects.
This is the route of our tailored value messaging.
= VM1 = VM2 = VM3 = VM4 = VM5
Time
x x x x
x

13. From message to value proposition
One size fits all value propositions do not work.
A value message is not a value proposition.
Inappropriate use of value messages can damage a value proposition.
Pathways:
 understand the nuances of value
 build tailored value propositions

14. Aligning messages to create value
Messages can be arranged on the pathway by stakeholder to build tailored
value propositions:
M2, M5, M6M1, M3 M3, M6
M1, M4, M6M2, M3, M5
M1, M3, M7M1, M4 M3, M7
M1, M2, M5M1, M5, M6
Time

15. Summary: A systematic approach
Value is driven out of insights
and value only exists in the eyes of the beholder
The components of insight and value generation are complex
A systematic approach is essential to success
Use tools intelligently:
 Within each stage of the process
 To manage the overall process
Acceptance of the need to be pragmatic and iterate is vital
Step 1
Execute BOD
research
Step 2
Master the insights
challenge
Step 4
Build core value
messages
Step 3
Confirm stakeholder
needs – Pathway
outcomes and costs
Step 5
Value proposition:
Align and aggregate
messages around
needs of different
stakeholder groups

16. Building value message
Leverage our insights to create value:
1. A value message is entirely based on its audience and what matters to them
and how we perform in that space
2. A value proposition is the aggregation of value messages which in totality will
increase the likelihood that a Payer stakeholder will support the listing and
usage of a therapy

17. Summary: A systematic approach
Value is driven out of insights
and value only exists in the eyes of the beholder.
The components of insight and value generation are complex
A systematic approach is essential to success.
Use tools intelligently:
 Within each stage of the process
 To manage the overall process
Acceptance of the need to be pragmatic and iterate is vital

18. About the Author
Chris O’Neill
CEO and Head of Market Access
Chris O’Neill originally cut his teeth in Sales and Marketing, gaining valuable experience in
areas as diverse as food manufacturing, IT and engineering. Always harboring a rather
unhealthy interest in problem solving, Chris decided to take his career experience into the
world of Management Consulting; here, he developed valuable new skills that enabled him to
understand how to really get ‘under the skin’ of a business.
After almost 10 years of consulting at a senior level, and having a particular interest in Pharma,
Chris decided to focus specifically on arguably one of the most important areas of the sector –
namely Market Access.
.
Understanding how he could use his broader experience to help
businesses focus on what really matters, Chris has gained an
outstanding reputation for driving positive results and prides himself on
his ability to bring a fresh approach to solving sometimes long-standing
complex and highly problematic Market Access challenges.

19. Curo is a global Market Access consultancy and communications agency. We work
with the pharmaceutical industry and healthcare funding bodies (Payers) to enable an
innovative and collaborative approach to Market Access for new therapies.
Curo can enable you to formulate a solid Market Access strategy by offering honest
perspectives on evidence and value. Working with your HEOR data, our analysts can
help you to understand the real-world impact of your therapy in a given disease area.
Curo helps you to create a narrative that means much more than just numbers on a
spreadsheet – we breathe life into your data.