Building a Payer value strategy is an incredibly complex process. We all look for the silver bullet: huge unmet need, great performance and an easy price target. In reality, most Market Access strategies are much more difficult. You may have significant unmet need and great performance but the economic challenges still need to be overcome… What you'll learn: • To achieve and manage successful MA strategies through a clear and pragmatic roadmap • Insights into tools for MA management from flat files to web-based applications • To deliver MA teams strategic aspirations

1. contact:
phone:
email:
date:
office:
web:
Chris O’Neill
+44 1628 486048
coneill@curo.co.uk
October 6th 2016
Chilterns House, Dean St, Marlow, SL7 3AA
www.curo.co.uk
Managing Great
Value Propositions:
Payer Value Delivered

2. Managing Great Value Propositions: Payer Value Delivered
Overview
What you will learn:
 How to build value messages
 How to link messages to payer need
 How to build value propositions
 How to manage the variables in a value proposition
 Gap analysis – do we have the right evidence
 Assessing probability of success

3. Managing Great Value Propositions: Payer Value Delivered
A great Value proposition
Helps a payer to understand that a therapy will:
 Improve outcomes for patients
 Target specific specific patient populations
 Have clear stopping and starting rules
 Have physician support
 Be easily adopted within the patient
management process
 Offer an improvement over current Standard of Care
 Represent a sound investment
 Provide a range of benefits in line with the required
investment
 Support improvement in disease management KPIs
beyond traditional dimensions of cost and efficacy

4. Managing Great Value Propositions: Payer Value Delivered
The Challenges
Governance
Picking a winning scenario
Manage the variables Get the team onboard
What do payers want?
Know your variables

5. Managing Great Value Propositions: Payer Value Delivered
The Challenge 1. Payer Need first
A true value proposition needs messages focused on payer drivers
 Many value messages are based around the clinical profile of a therapy and a statement
of performance (vs. placebo)
 Payers are generally not interested in how a drug works; they want to know how a drug
will improve their ability to deliver on their KPIs
Drivers from
outside the direct
healthcare
environment
Drivers relating
to Budget Impact
(and perhaps Cost
Effectiveness)
Drivers relating
to the efficient
delivery of care
and HCP
impact
Drivers based
on clinical
performance

6. Managing Great Value Propositions: Payer Value Delivered
The Challenge 1. Payer Need first
 Survival benefit
 Targeted therapies
 Reduction in overall
expenditure
 Extend life –
productivity gains
 Personalised medicine
 International reference
pricing
 Equal Access
 Use of real world data
 Patient registries
 Adverse event costs
 Health Care
Resource Use
 Extended/indirect
costs
 Admin costs
 Cost-effectiveness
 Budget impact –
budget certainty
 Wastage
 Dosing
 Over/under
prescriptions
 Survival benefit
 Benefit-to-risk ratio
 Delay chemotherapy
 Resistance of therapy
 Controlling/managing
common AE
 Reduced toxicity
 Utilities gained, delays
deterioration of PROMs
 Improved control of
symptoms
 Tumor size
 Differentiation to SoC
 Discontinuation
 Review of
existing drugs
 Flow through
health care
system
 Less unplanned
events
 Efficient use of
DRG system
 Streamlined
decision
processes
Policy
Preferences
Economic
Preferences
Clinical
Preferences
Process
Preferences

7. Managing Great Value Propositions: Payer Value Delivered
The Challenge 2. Manage the variables
A true value proposition consists of many variables. The interaction of all
these variables needs to be coordinated to maximise possible value
 Which patient, when on the disease path, regimen, and treatment
duration/goal can all be critical decisions
Positioning

8. Managing Great Value Propositions: Payer Value Delivered
The Challenge 2. Manage the variables
A true value proposition consists of many variables. The interaction of all
these variables needs to be coordinated to maximise possible value
Positioning
 Premium, parity and discount will dictate perception of value?
Price

9. Managing Great Value Propositions: Payer Value Delivered
The Challenge 2. Manage the variables
A true value proposition consists of many variables. The interaction of all
these variables needs to be coordinated to maximise possible value
Price
Positioning
 All have different needs and value drivers?
Payer
Type

10. Managing Great Value Propositions: Payer Value Delivered
The Challenge 2. Manage the variables
A true value proposition consists of many variables. The interaction of all
these variables needs to be coordinated to maximise possible value
Price
Positioning
 What areas BoD/unmet need do we address?
Payer
Type
Messages

11. Managing Great Value Propositions: Payer Value Delivered
The Challenge 2. Manage the variables
A true value proposition consists of many variables. The interaction of all
these variables needs to be coordinated to maximise possible value
Price
Positioning
 What evidence do we have?
Payer
Type
Messages
Evidence

12. Managing Great Value Propositions: Payer Value Delivered
The Challenge 2. Manage the variables
A true value proposition consists of many variables. The interaction of all
these variables needs to be coordinated to maximise possible value
Price
Positioning
 What matters most to payers?
Payer
Type
Messages
Evidence
Payer
Impact

13. Managing Great Value Propositions: Payer Value Delivered
The Challenge 2. Manage the variables
A true value proposition consists of many variables. The interaction of all
these variables needs to be coordinated to maximise possible value
Price
Positioning
 How do we stack up vs SoC and other comparators?
Payer
Type
Messages
Evidence
Payer
Impact
Competition

14. Managing Great Value Propositions: Payer Value Delivered
The Challenge 2. Manage the variables
Value Proposition variables are interdependent
Increasing price means evidence will have to be stronger
A later line of therapy may yield more differentiation vs SoC
 Local payers may need to see differentiation (and evidence) vs. their SoC
 A regional payer may recognize the impact of the therapy on broader
strategic KPIs
 Given our messages, do we perform better or worse vs. different SoC?
 We may need different levels of evidence to compete vs. different SoC at
different price points
 In a dynamic environment: SoC changes, evidence changes, payer needs
change. The Value Proposition variables are truly variable!!
 How they interact, either in favour or against our asset will determine the
value of our drug at a given price for a given payer.
 The complex interaction of these variables cannot be managed on a
spreadsheet or a PowerPoint.
 And yet this flat file approach to VP management is all too commonplace.

15. Managing Great Value Propositions: Payer Value Delivered
The Challenge 3. Picking winners
Choosing the right scenario is critical
 The days of building a suite of Value
Messages and ‘throwing them over the
fence’ are numbered
 We now need to understand how these
messages will aggregate into a value
proposition
 Which Scenario will truly resonate and
support meaningful access with key Payer
Decision makers
 We want to invest to win; so we need to
understand the variables and make
appropriate investment decisions
 We cannot manage the interaction of
variables on flat files
– we certainly cannot compare and contrast Value
Proposition scenarios
VM1 Price A
VM2 VM4
Price B
Position X
Position WVM3
VM1 VM5
SoC Z
SoC Y
Invest
to Win

16. Managing Great Value Propositions: Payer Value Delivered
Clinical
HEOR
GlobalMedical HEOR
Medical
Global
The Challenge 4. Get the team on board
Market Access - isn’t just about Market Access
Every function needs to be involved – at every point of strategy development
 Every function contributes
 Every function needs to understand how they support Market Access
 Timely and relevant communication is a MUST
Market
Access
Market Access
Market AccessCommercial
Regulatory
Regulatory
Affiliates
Commercial Affiliates

17. Managing Great Value Propositions: Payer Value Delivered
The Challenges
Platform?
Picking a winning scenario
Manage the variables
Get the team onboard
What do payers want?
Know your variables

18. Managing Great Value Propositions: Payer Value Delivered
Market Access isn’t just
The solution – focus, structure and ditch the flat file
Payer needs
Mapping the variables
Creating value scenarios
Picking the winner
Maximising input
A web management platform
It needs…

19. Managing Great Value Propositions: Payer Value Delivered
Demo
The Curo Value Proposition Management platform

20. Managing Great Value Propositions: Payer Value Delivered
The solution – focus and structure
Web solutions
 Structure needs and messages
 Manage the moving parts
 Know what has not been properly addressed
 Gap analysis
 Compare and contrast
 Effective communication and action planning

21. Managing Great Value Propositions: Payer Value Delivered
About the Author
Chris O’Neill
Director – Health Economics & Market Access
With over 15 years’ pharmaceutical experience, Chris brings considerable
industry knowledge to the table at Curo.
Chris works closely with our customers to create bespoke solutions for their
Market Access needs, helping to implement an innovative and collaborative
approach between our customers and healthcare funding bodies.

22. coneill@curo.co.uk
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.