Overview of aspects of pharma's value added services and its primary aspects to deliver them.
Learn what others do and reflect how it's an opportunity for your pharma company..
Five Steps to Find your 'Beyond the Pill' Strategyexecutiveinsight
A short window of opportunity exists for pharmaceutical companies to establish indispensable beyond the pill services, which may even help them 'own' particular disease areas.
Beyond-the-pill: how to move from selling pills to value-added solutionsexecutiveinsight
New shores: The shift from selling pills to developing value-added services has only just begun!
Biopharma companies are discovering that compelling and aligned services underpinned by a core strategy are providing them with distinctive competitive advantages.
Enabling Patient Centricity for Pfizer through AWS Cloud (LFS301-S-i) - AWS r...Amazon Web Services
Pfizer needed the ability to perform rapid analysis on its set of real-world evidence (RWE) data to improve patient outcomes, but its existing platform could not scale and meet its objectives. Pfizer collaborated with Deloitte to transform its real-world data and analytics capabilities that maximize insights and avoid duplicative investments by migrating their existing RWE data and analytics environment to the AWS Cloud. Learn how these strategies for planning, executing, and validating the success of these capabilities helped position Pfizer to use the AWS Cloud environment as the cornerstone of its patient-centric analytics to expand and incorporate new AI/ML capabilities, such as Amazon SageMaker. This session is brought to you by AWS partner, Deloitte Consulting LLP.
Analysis of what patient services proposed by pharma companies should be. This document explains: 1. why patient centricity is essential? - 2. how to craft a patient-centric strategy? - 3. How to implement patient-centric initiatives?
This presentation will discuss the business issues surrounding technology and capital equipment, and the role of specialized patient care units and non-acute patient care facilities as part of the healthcare business environment.
Five Steps to Find your 'Beyond the Pill' Strategyexecutiveinsight
A short window of opportunity exists for pharmaceutical companies to establish indispensable beyond the pill services, which may even help them 'own' particular disease areas.
Beyond-the-pill: how to move from selling pills to value-added solutionsexecutiveinsight
New shores: The shift from selling pills to developing value-added services has only just begun!
Biopharma companies are discovering that compelling and aligned services underpinned by a core strategy are providing them with distinctive competitive advantages.
Enabling Patient Centricity for Pfizer through AWS Cloud (LFS301-S-i) - AWS r...Amazon Web Services
Pfizer needed the ability to perform rapid analysis on its set of real-world evidence (RWE) data to improve patient outcomes, but its existing platform could not scale and meet its objectives. Pfizer collaborated with Deloitte to transform its real-world data and analytics capabilities that maximize insights and avoid duplicative investments by migrating their existing RWE data and analytics environment to the AWS Cloud. Learn how these strategies for planning, executing, and validating the success of these capabilities helped position Pfizer to use the AWS Cloud environment as the cornerstone of its patient-centric analytics to expand and incorporate new AI/ML capabilities, such as Amazon SageMaker. This session is brought to you by AWS partner, Deloitte Consulting LLP.
Analysis of what patient services proposed by pharma companies should be. This document explains: 1. why patient centricity is essential? - 2. how to craft a patient-centric strategy? - 3. How to implement patient-centric initiatives?
This presentation will discuss the business issues surrounding technology and capital equipment, and the role of specialized patient care units and non-acute patient care facilities as part of the healthcare business environment.
The new pharma, customer centric, databased business modelA.R.J. (Rob) Halkes
Customer focus is the core and the basis for all commercial activities for pharma. Customers, physicians and patients expect effective therapies in drugs and support. Sustainable relations with customers are necessary to build trusted relations to create a cooperation to realize that. This tells you how to!
Market Access 101: Connecting Access Challenges to Brand OpportunitiesOgilvy Health
Last week, our payer marketing team hosted their inaugural All Access Festival event in our NJ headquarters. This rock concert-inspired event gave our colleagues an inside look at fundamental elements of optimizing market access strategies. Take a look at the presentation chock-full of insights from this event.
SMi Group presents the 23rd annual industry leading summit on Pharmaceutical Pricing & Market Access, 11 – 12 Oct 2017, London, UK.
Pharmaceutical Pricing & Market Access 2017 will tackle industry challenges head on by preparing attendees to develop a successful market access strategy for the ever changing pharmaceutical and payer landscape. Join us this autumn for insight into how manufactures plan to limit further price increase; a progressive outlook into the future of pharmaceutical pricing & reimbursement (P&R); stakeholder collaboration; meaningful patient engagement opportunities; and discuss what can be done for the industry to achieve efficient reimbursement and for patients to gain access to affordable medication.
Highlights will include an exclusive opening keynote from the FDA and interactive training on Real World Evidence (RWE). Featured Speakers include: Lundbeck, FDA, Shire, Sobi, Teva, Grifols, Allergan, Sanofi and more!
This presents the resource-based theory of competitive advantage as a framework for describing, understanding, and predicting the adoption and dissemination pharmacy service innovations into routine practice. The theory argues that sustainability of any business innovation (e.g., pharmacy service) is based upon (1) the internal resources of the firm offering it, (2) the firm’s capabilities in using those resources, (3) the competitive advantage to the firm of its resources and capabilities, (4) the attractiveness of the market in which it competes, and (5) the innovation’s contribution to financial performance of the firm.
This is my Keynote presentation to Pharma Forum Russia, St. Petersburg, May 23rd, 2013.
It gives an outline of crucial elements in building a new market approach to different markets.
Adding value and patient-centric services and innovation in pharmaplanetkatara
Umamiflow/Katara, VAST Health and the Antwerp Management School (AMS) collaborated on 3 scientific questions: challenges for innovation implementation, a good innovation scan and the service model as alternative for pharmaceutical companies. The analysis was fed by both pharmaceutical companies and patient organizations. Are they ready to go from cure to care?
Method, tools and recommendations to boost Medical Science Liaisons Competence and performance.
Presentation of best practices to manage key opinion leaders
How To Identify Opportunities & Grow Market Share in a Specific Hospital SegmentThe MarkeTech Group
Visit Us on the Web: http://www.themarketechgroup.com/?utm_source=SlideShare&utm_medium=Social+Media&utm_campaign=How+To+Identify+Opportunities
About Us:
With offices in North America and Europe, The MarkeTech Group provides a unique combination of extensive marketing research methodology expertise, deep medical technology domain knowledge and value-added strategic marketing consulting to medical technology companies who seek high quality marketing research studies and professional marketing strategy consulting.
The MarkeTech Group's team of marketing research and strategy experts take pride in integrating their leading voice of customer (VOC) research expertise and strategic consulting into their clients' marketing and R&D departments to help successfully launch and maintain profitable products in healthcare.
The MarkeTech Group, LLC
502 Mace Blvd, Suite 15
Davis, CA 95618
Tele: (+1) 530-792-8400
Fax: (+1) 530-792-8447
The MarkeTech Group, SARL
3, Rue Emile Péhant
44 000 Nantes
Tele: +33 (0)2 72 01 00 80
Fax: +33 (0)2 40 48 29 40
Contact Us: http://www.themarketechgroup.com/index.php?page=Contact_TMTG&utm_source=SlideShare&utm_medium=Social+Media&utm_campaign=How+To+Identify+Opportunities
Pharmaceutical companies spend nearly 97 percent of their marketing budgets to capture initial market share.
Since the majority of spend goes towards attracting new consumers, efforts at retaining existing customers are given short shrift, with a paltry three percent of budgets. By focusing exclusively on new customers, companies are missing a valuable opportunity to increase sales and market share.
Pharmaceutical companies can no longer ignore the hidden value available by increasing patient adherence. Today, an estimated 70 percent of patients who begin a Pharmaceutical therapy discontinue it within 1 year, even those with chronic conditions that require ongoing treatment or those taking chemotherapy to prevent cancer recurrence. This costs the global Pharmaceutical Industry an estimated $30 Billion a year.
Put another way, increased adherence for a product with approximately $1 Billion in sales would translate to an additional $30 to $40 Million in annual revenue. In addition, since it costs six times more to attract new patients than to retain current patients, increasing the focus on, and yields from, adherence means additional money saved and earned.
Companies who implement strategies to increase adherence and persistence with their products can better face the numerous challenges in today’s market, and increase their share of profits.
But how does a company even begin? In this report we look at the formidable barriers Pharma companies face in improving adherence, elements of successful adherence programs and methods for ensuring the best ROI.
Emergent hybrid medical society conferences: evidence of disruption; impact o...Len Starnes
Presentation first given at the 2015 Eyeforpharma Barcelona Conference; an update of a presentation given in 2013 on the emergent hybrid medical society physical/virtual conference format. Evidence of conference format disruption is presented based on the 2014 European Society of Cardiology Congress. The impact on the pharma industry is explored.
The Physician Value Index: A Framework for Optimizing Marketing Performance ...Medikly
There have never been more ways to reach HCPs, yet it’s never been so challenging to effectively engage them. HCPs now choose when, where, how, and if they interact with pharmaceutical companies.
This white paper proposes a new model, the Physician Value IndexTM, which integrates four key aspects of how a physician interacts with a pharmaceutical brand—presence, participation, influence, and sentiment.
Reading this white paper will show you how to:
Incorporate this new capability model
Better measure marketing performance
Drive business value
Justify spend through real-time, data-based insights
The new pharma, customer centric, databased business modelA.R.J. (Rob) Halkes
Customer focus is the core and the basis for all commercial activities for pharma. Customers, physicians and patients expect effective therapies in drugs and support. Sustainable relations with customers are necessary to build trusted relations to create a cooperation to realize that. This tells you how to!
Market Access 101: Connecting Access Challenges to Brand OpportunitiesOgilvy Health
Last week, our payer marketing team hosted their inaugural All Access Festival event in our NJ headquarters. This rock concert-inspired event gave our colleagues an inside look at fundamental elements of optimizing market access strategies. Take a look at the presentation chock-full of insights from this event.
SMi Group presents the 23rd annual industry leading summit on Pharmaceutical Pricing & Market Access, 11 – 12 Oct 2017, London, UK.
Pharmaceutical Pricing & Market Access 2017 will tackle industry challenges head on by preparing attendees to develop a successful market access strategy for the ever changing pharmaceutical and payer landscape. Join us this autumn for insight into how manufactures plan to limit further price increase; a progressive outlook into the future of pharmaceutical pricing & reimbursement (P&R); stakeholder collaboration; meaningful patient engagement opportunities; and discuss what can be done for the industry to achieve efficient reimbursement and for patients to gain access to affordable medication.
Highlights will include an exclusive opening keynote from the FDA and interactive training on Real World Evidence (RWE). Featured Speakers include: Lundbeck, FDA, Shire, Sobi, Teva, Grifols, Allergan, Sanofi and more!
This presents the resource-based theory of competitive advantage as a framework for describing, understanding, and predicting the adoption and dissemination pharmacy service innovations into routine practice. The theory argues that sustainability of any business innovation (e.g., pharmacy service) is based upon (1) the internal resources of the firm offering it, (2) the firm’s capabilities in using those resources, (3) the competitive advantage to the firm of its resources and capabilities, (4) the attractiveness of the market in which it competes, and (5) the innovation’s contribution to financial performance of the firm.
This is my Keynote presentation to Pharma Forum Russia, St. Petersburg, May 23rd, 2013.
It gives an outline of crucial elements in building a new market approach to different markets.
Adding value and patient-centric services and innovation in pharmaplanetkatara
Umamiflow/Katara, VAST Health and the Antwerp Management School (AMS) collaborated on 3 scientific questions: challenges for innovation implementation, a good innovation scan and the service model as alternative for pharmaceutical companies. The analysis was fed by both pharmaceutical companies and patient organizations. Are they ready to go from cure to care?
Method, tools and recommendations to boost Medical Science Liaisons Competence and performance.
Presentation of best practices to manage key opinion leaders
How To Identify Opportunities & Grow Market Share in a Specific Hospital SegmentThe MarkeTech Group
Visit Us on the Web: http://www.themarketechgroup.com/?utm_source=SlideShare&utm_medium=Social+Media&utm_campaign=How+To+Identify+Opportunities
About Us:
With offices in North America and Europe, The MarkeTech Group provides a unique combination of extensive marketing research methodology expertise, deep medical technology domain knowledge and value-added strategic marketing consulting to medical technology companies who seek high quality marketing research studies and professional marketing strategy consulting.
The MarkeTech Group's team of marketing research and strategy experts take pride in integrating their leading voice of customer (VOC) research expertise and strategic consulting into their clients' marketing and R&D departments to help successfully launch and maintain profitable products in healthcare.
The MarkeTech Group, LLC
502 Mace Blvd, Suite 15
Davis, CA 95618
Tele: (+1) 530-792-8400
Fax: (+1) 530-792-8447
The MarkeTech Group, SARL
3, Rue Emile Péhant
44 000 Nantes
Tele: +33 (0)2 72 01 00 80
Fax: +33 (0)2 40 48 29 40
Contact Us: http://www.themarketechgroup.com/index.php?page=Contact_TMTG&utm_source=SlideShare&utm_medium=Social+Media&utm_campaign=How+To+Identify+Opportunities
Pharmaceutical companies spend nearly 97 percent of their marketing budgets to capture initial market share.
Since the majority of spend goes towards attracting new consumers, efforts at retaining existing customers are given short shrift, with a paltry three percent of budgets. By focusing exclusively on new customers, companies are missing a valuable opportunity to increase sales and market share.
Pharmaceutical companies can no longer ignore the hidden value available by increasing patient adherence. Today, an estimated 70 percent of patients who begin a Pharmaceutical therapy discontinue it within 1 year, even those with chronic conditions that require ongoing treatment or those taking chemotherapy to prevent cancer recurrence. This costs the global Pharmaceutical Industry an estimated $30 Billion a year.
Put another way, increased adherence for a product with approximately $1 Billion in sales would translate to an additional $30 to $40 Million in annual revenue. In addition, since it costs six times more to attract new patients than to retain current patients, increasing the focus on, and yields from, adherence means additional money saved and earned.
Companies who implement strategies to increase adherence and persistence with their products can better face the numerous challenges in today’s market, and increase their share of profits.
But how does a company even begin? In this report we look at the formidable barriers Pharma companies face in improving adherence, elements of successful adherence programs and methods for ensuring the best ROI.
Emergent hybrid medical society conferences: evidence of disruption; impact o...Len Starnes
Presentation first given at the 2015 Eyeforpharma Barcelona Conference; an update of a presentation given in 2013 on the emergent hybrid medical society physical/virtual conference format. Evidence of conference format disruption is presented based on the 2014 European Society of Cardiology Congress. The impact on the pharma industry is explored.
The Physician Value Index: A Framework for Optimizing Marketing Performance ...Medikly
There have never been more ways to reach HCPs, yet it’s never been so challenging to effectively engage them. HCPs now choose when, where, how, and if they interact with pharmaceutical companies.
This white paper proposes a new model, the Physician Value IndexTM, which integrates four key aspects of how a physician interacts with a pharmaceutical brand—presence, participation, influence, and sentiment.
Reading this white paper will show you how to:
Incorporate this new capability model
Better measure marketing performance
Drive business value
Justify spend through real-time, data-based insights
The differentiation pharma needs in marketing in the advanced markets, Rob Ha...A.R.J. (Rob) Halkes
What differentiation in market approach must pharma be able to do in advanced markets.
How to perform them?
What changes to business?
Rob Halkes, October 2009.
Digital Health Funding 2014 Midyear Report by @Rock_HealthRock Health
A summary of the companies, investors and themes that drove digital health funding to a record $2.3B only halfway through 2014, exceeding the entire 2013 total. Includes details on crowdfunding, exits, and digital health in the public markets, encompassing our new index of publicly-traded digital health companies. Purchase this report here: https://gumroad.com/l/WURST
Updated on July 21, 2014 to reflect final Q2 data on venture funding and deals.
As pharmaceutical and biopharmaceutical manufacturers are receiving more attention, legal scrutiny and activity from government and other entities regarding various components of their patient support services programs, this survey analyzes responses from close to 30 small, mid-size, and large pharmaceutical organizations (9 of the Top 20 pharmaceutical companies) to provide insights as it relates to risk mitigation and emerging strategies for managing patient interactions in a compliant manner.
Making the Shift: Healthcare's Transformation to Consumer-CentricityProphet
In our latest report, “Making the Shift: Healthcare’s Transformation to Consumer-Centricity” Prophet interviewed more than 50 executives across the U.S., Europe and Asia, from healthcare organizations including hospital systems, payers, pharmaceutical companies and digital health companies to identify the five keys shifts that healthcare organizations need to make to become more consumer-centric.
Learn key findings from each of the five shifts including the challenges and solutions organizations face to become more consumer-centric.
14th Cairo Marketing Club (FMCG Fast Moving Pharma)) by Dr.Saber HelalMahmoud Bahgat
14th Cairo Marketing Club (FMCG Fast Moving Pharma)) by Dr.Saber Helal
to attend & Get the Address Confirm to me on Pvt WhatsApp
#Mahmoud_Bahgat
00966568654916
#Marketing_Club
Only If you are a Marketer Register as a member & or a Speaker in the link
http://goo.gl/forms/RfskGzDslP
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جروبات خاصة عالواتساب ب
محبي العمل فالتسويق فالمستقبل
غير عاملين بالتسويق حاليا للتعلم
■ أهم الإعلانات والأفكار والكتب في التسويق■
■■ *بدون كلام ولا سلام ولا شكرا*■■
فقط اشتراك الجروبات
وليس حضور اجتماعات نادي الماركتينج
■ *(الماركتيرز لهم جروبات خاصة)*■
ويستطيعوا حضور الاجتماعات الشهرية ولنا
■ اشترك في جروب واحد منهم فقط دوس على اللينك ■
Marketing club 19 (Future)
https://chat.whatsapp.com/IqDyV0a7GcPIKhcSKan8zD
Marketing club 20 (Future)
https://chat.whatsapp.com/Kt0SlWIeh3n8JPNrUKBOX8
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Marketing Club Middle East
Since 29 October 2015
We have 7 groups whatsapp
with 750 marketers
From all middle east
since 9 years
& now 13 more groups
For Marketing Club Lovers as future Marketers
Many non Marketers yet have asked to Attend the Club
((We Wish All can Attend,But Cant right now but soon we will..))
Criteria for attending Marketing Club Meetings
•••••••••••••••••••••••••••••••
For Better Harmony & Mind set.
Must be only Marketer
Also Previous Marketing experience
●Business Managers
●Country Manager,GM
●Directors, CEO
Are most welcomed to add Value to us.
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《 *Unmatched Criteria*》 till we allow all soon
Not Med Rep,
Not Key Account,
Not Product Specialist,
Not Sales Supervisor,
Not Sales Manager,
●●●●●●●●●●●●●●●●●●
But till you become a marketer
you can join our What'sApp group
Marketing Lover Future Club Group
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《 *Unmatched Criteria*》
For Conflict of Interest
Also Can't attend
If Working in a Marketing Services Provider
=not Hotel or tourism
=not Restaurant
=not Advertising
=not Event Manager
=not Market Researcher
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this Club for Only Marketers
Soon will open for all
Very Soon we will have
■ Business Leaders Club ■
For Sales Managers & Directors
Will be Not for Marketers
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جروب وصفحة الماركتينج كلووب عالفيسبوك
#Marketing_Club Group on Facebook
https://www.facebook.com/groups/837318003074869/
Now we can talk freely In all marketing topics
As open discussion all the time
On our Facebook group
Without disturbing anyone
on our 16 what'sApp groups
To keep what's app groups simple &to the point
Only 2 or 3 posts daily
■اتكلم براحتك على الفيسبوك■
وخلي الواتساب صور وكتبو وبوستات كاملة فقط حتى لا نزعج الناس
اشترك الآن في صفحة الفيسبوك
https://www.facebook.com/MarketingTipsPAGE/
اشترك الآن في جروب الفيسبوك
https://www.facebook.com/groups/837318003074869/
لتسجيل بيناتك لتصلك بعض المحاضرات لو أمكن عالايميل
http://goo.gl/forms/RfskGzDslP
#Marketing_Club
#Mahmoud_Bahgat
00966568654916
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Comprehensive pharmacy services | Point of caredanielbrain10
Learn about our comprehensive pharmacy solutions at the point of care that allow physicians to improve clinical outcomes and increase patient satisfaction.
Comprehensive pharmacy services | Point of caredanielbrain10
Learn about our comprehensive pharmacy solutions at the point of care that allow physicians to improve clinical outcomes and increase patient satisfaction.
: Revolutionizing Healthcare: Introducing BODYGATE.AI
**Slide 1: Introduction**
- Title: Transforming Healthcare with Advanced AI
- Content: A brief introduction to BODYGATE.AI and its mission to revolutionize healthcare through cutting-edge AI technology. Mention the global launch in December 2023.
**Slide 2: The Problem**
- Title: Addressing Critical Healthcare Challenges
- Content: Discuss the pain points in healthcare, including fragmented information, lack of personalization, stress, limited access, and unnecessary costs.
**Slide 3: Innovative Technology**
- Title: The Engine Behind the Vision: Cutting-Edge AI, Data Analytics, and Machine Learning
- Content: Highlight the core technology components like LLM Llama2, Langchain Framework, Lamaindex, Vector Database, and Seamless E-Commerce Integration.
**Slide 4: Seamless Integration**
- Title: Seamless Integration: A Holistic Approach
- Content: Explain how BODYGATE.AI seamlessly integrates e-commerce and professional forums to offer a comprehensive wellness experience.
**Slide 5: Empowering Everyone**
- Title: Empowering Everyone, Everywhere: Available in Over 100 Languages
- Content: Emphasize the global reach with support for 100+ languages, making healthcare accessible to all.
**Slide 6: Potential Applications**
- Title: Potential Applications: Beyond Individual Wellness
- Content: Discuss the broader applications in healthcare, education, research, and more.
**Slide 7: Economic Viability**
- Title: Disrupting the Trillion-Dollar Wellness Industry
- Content: Highlight the platform's economic viability and its potential to disrupt the trillion-dollar wellness industry.
**Slide 8: Future Expansion**
- Title: Scaling Horizons: From Launch to Broader Applications
- Content: Talk about plans for scaling and expanding BODYGATE.AI beyond the initial launch.
**Slide 9: Monetization Strategy**
- Title: Navigating New Avenues: How BODYGATE.AI Generates Revenue
- Content: Describe the monetization strategies, including subscription models, e-commerce partnerships, and more.
**Slide 10: The Team**
- Title: Team Strength: Meet the Visionaries Behind BODYGATE.AI
- Content: Showcase the core team members and their expertise.
**Slide 11: Development Process**
- Title: Building Tomorrow's Wellness Platform
- Content: Discuss the development process, current status, and the path forward.
**Slide 12: Investment Opportunity**
- Title: Partnering for Impact: Opportunities for Investors
- Content: Highlight the opportunity for investors to shape the future of healthcare with BODYGATE.AI.
**Slide 13: Conclusion**
- Title: Join the Revolution: BODYGATE.AI Redefining Healthcare
- Content: Summarize the key points and invite investors and partners to join the healthcare revolution.
**Slide 14: Contact Information**
- Title: Get in Touch
- Content: Provide contact details for inquiries and partnerships.
**Slide 15: Thank You**
- Title: Thank You for Exploring BODYGATE.AI
-
Discover Bodygate.AI, a trailblazing healthcare innovation poised to transform the industry. Dive into our SlideShare presentation to explore how our cutting-edge AI technology is revolutionizing personalized health and wellness. Uncover the immense market opportunities, delve into the technical marvels powering Bodygate.AI, and envision its limitless applications in medical research, nutrition, and global healthcare. Join us on this journey to redefine healthcare, one slide at a time.
BODYGATE.AI is a solution to more than one problem. A platform with incredible potential for growth and large returns,
SLIDES:
1. BODYGATE – Hero image, our logo and slogan
2. What is BODYGATE? Empowering wellness for a healthier world
3. The Problem – Bridging the gap.
4. Introducing – Personal Health companion
5. Innovation Technology– The engine behind the vision.
6. Seamless Integration – Merging e-commerce and health insights.
7. Potential Applications – Beyond individual wellness
8. Value Proposition – What makes Bodygate Exceptional
9. Economic Viability – Disrupting a multi-million-dollar Industry
10. Future Expansion – Scaling horizons
11. Monetization Strategy – Navigating new avenues.
12. The Team – Assembling visionaries.
13. Development Progress – Building tomorrow’s wellness platform.
14. Investment Opportunity – Partnering for Impact
15. Contact
Digital Health Success Stories Report - Part 1Tom Parsons
Part 1 of HealthXL’s ‘Digital Health Success Stories’ report is now available and delves into some of the recent successes in healthcare technology and asks the experts what it all means.
Similar to Pharma "beyond the pil" - master class in St.Petersburg (20)
"Co-creation" and "Experience Co-Creation" in Health CareA.R.J. (Rob) Halkes
Co-Creation and Experience Co-Creation are two terms which appear usually as puzzling to those who learn about it for the first time. They often think it is like doing or working together. Instead, it is just because of failing cooperation and collaborative work approaches that co-creation is relevant. It is highly successful in many of branches. To health care there are activities and projects that worked with it. But in general the Health Care Business is not easily changing to these unavoidable methods to create personalised care, and an effective eco system and context to enable self management by patients. Here's the introduction.
The Dutch Health Care Reform 2006, a reflection
Having witnessed the movement of the Dutch Health Care Reform (see Wikipedia), it is inspiring to review it to evaluate what processes and forces have initiated the development and formed its course. In discussing possibilities for moving desired developments, we were reflecting on what processes or factors might be used to work along to stimulate innovation and change.
New Pharma approach: from (e-)detailing to customer & patients excellence: a ...A.R.J. (Rob) Halkes
In the demand for a new business model for pharma, the roadmap from current promotion via detailing to a more engaging way to physicians and health care providers, may lead stepwise to improved servicing to physicians and may lead to collaboration to co-create patient care. Role of social media to pharma and multichannel approaches may so find its position in new pharma marketing.
A Dutch Forum, including all relevant parties, has been founded to design and coordinate a process of development from current routines of care with ICD's (implanted cardiac devices) towards telecardiology. Rationale of the construction of the Forum, incl. the description of a frame of references is elaborated.
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Adv. biopharm. APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMSAkankshaAshtankar
MIP 201T & MPH 202T
ADVANCED BIOPHARMACEUTICS & PHARMACOKINETICS : UNIT 5
APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMS By - AKANKSHA ASHTANKAR
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
2. Assistant
professor
of
professional
development
Consultant
Pharma
and
Health
Care
>25
yrs
Trainer
of
HC
specialists
&
doctors,
Med.Reps,
etc.
Development
Retail
formula
pharmacists
Strategy
development
and
implementation
Social
media
applications
Digital
(e)Detailing
Ehealth
applications
Chronic
disease
care
paths
Rob Halkes
@rohal
The
FOX
group
Health
Business
Consultants
US
Pharma
Commercial
Development
Health20
&
Doctors20
Market
campaign,
KAM,
Cross
functional
collaboration
Co
creative
developments
PatientView
MyHealthApps
7. “Beyond the Pill”
How Pharma can AddValue toHealthCare
and create better business
I.What is “Beyond the Pill”
II. Examples
III. Case exercise: what in Russia?
IV. Perspectives and Q&A
9. Changing environments to Pharma
pressures on prices remain
Commodity
Trap
Low cost
position
AddedValue
position
Prices
Market Top Value
AddValue
10. Break out of this trap
with a new buying perspective
Commodity
Trap
11. Break out of this trap
with a new buying perspective
Commodity
Trap
Buy for less
Price
12. Break out of this trap
with a new buying perspective
Buy Better
Price / Quality
Buy for less
Price
13. Break out of this trap
with a new buying perspective
Buy Better
Price / Quality
Consume
Better
Customer
Value
Buy for less
Price
14. Break out of this trap
with a new buying perspective
Buy Better
Price / Quality
Consume
Better
Customer
Value
Sell Better
Value to the
Customer’s
Customer
Buy for less
Price
15. Break out of this trap
with a new buying perspective
Buy Better
Price / Quality
Consume
Better
Customer
Value
Sell Better
Value to the
Customer’s
Customer
Buy for less
Price
16. AddValue
The general principle for business growth
works the same for pharmaceutical marketing
Commodities
Specialties
Services
Experiences
17. AddValue
The general principle for business growth
works the same for pharmaceutical marketing
Commodities
Specialties
Services
Experiences
Competition
Differentiated
Alike
18. AddValue
The general principle for business growth
works the same for pharmaceutical marketing
Commodities
Specialties
Services
Experiences
Competition
Differentiated
Alike
Clients’needs
Desired
Not relevant
19. AddValue
The general principle for business growth
works the same for pharmaceutical marketing
Commodities
Specialties
Services
Experiences
Competition
Differentiated
Alike
PricesMarket Top Value
Clients’needs
Desired
Not relevant
21. Product
Brochures
Folders
Online Calls
Edetails
Training
Courses
Conferences Forum
discussions
etc.
Brand Services
Support and
Services to
compliance:
Rx blocks
Dosing aids
Drug information,
etc. Patient flyers
on line support
patient
Administering
Instructions
Patient Education,
etc.
Value proposition
Structuring of care
processes,
filling in the gaps in
patient support,
Creating
collaboration
between
stakeholders
Examples
Traditional Services from the Industry?
23. Reasons to AddValue ‘Beyond the Pill’
• Create a Unique Selling Position (USP)
Make the distinction with the competition
and new entrants to the market
24. Reasons to AddValue ‘Beyond the Pill’
• Create a Unique Selling Position (USP)
Make the distinction with the competition
and new entrants to the market
• Create better care by supporting compliance
and self management of patients
25. Reasons to AddValue ‘Beyond the Pill’
• Create a Unique Selling Position (USP)
Make the distinction with the competition
and new entrants to the market
• Create better
care processes
directed at integrated care
• Create better care by supporting compliance
and self management of patients
26. Reasons to AddValue ‘Beyond the Pill’
• Create a Unique Selling Position (USP)
Make the distinction with the competition
and new entrants to the market
• Create better
care processes
directed at integrated care
• Create better care by supporting compliance
and self management of patients
• The Industry has the resources and the expertise
27. Reasons to AddValue ‘Beyond the Pill’
• Create a Unique Selling Position (USP)
Make the distinction with the competition
and new entrants to the market
• Create better
care processes
directed at integrated care
• Create better care by supporting compliance
and self management of patients
• The Industry has the resources and the expertise
• To create better health outcomes
28. Reasons to AddValue ‘Beyond the Pill’
• Create a Unique Selling Position (USP)
Make the distinction with the competition
and new entrants to the market
• To prepare for applications of personalized medicine
• Create better
care processes
directed at integrated care
• Create better care by supporting compliance
and self management of patients
• The Industry has the resources and the expertise
• To create better health outcomes
29. “BEYOND THE PILL” -
2011 – 2013 FIRST ATTEMPTS
• Patent Expirations / Loss of blockbuster
• Changing market conditions: generics, loss of access, new stakeholders
• Disease Management – focus Compliance : Failed – skepticism
(“Compliance is simply not about forgetting”)
• Change of focus: from intervention to outcome
with payers and governments
• Change in medical perspective towards personalized medicine
Grounded Gene Tech - Biosimilars
• New technology (ehealth, mhealth)
WHY?
32. Grünenthal “ChangePain”
Based on study of unmet needs for better treatment
a protocol was developed with EFIC.
All kinds of support material for physicians and patients
have been developed and disseminated on line
See here
34. Janssen Healthcare Innovation
Intends to transform healthcare for the consumer with outcomes focused solutions.
There are currently four sub-branded solutions within Care4Today™:
Heart Health Solutions, Mental Health Solutions, Mobile Health Manager and
Orthopaedic Solutions. See Here
35. Closercare from MSD is a remote monitoring
service designed to support improved self-care
for patients with long term conditions.
The service comprises of a number of modules
that can be purchased as individual components
or as part of a fully bespoke end-to-end service.
See here
36. Integrated Care by Sanofi
Eddie Chan, Global Head of Customer Solutions and Innovation of
Sanofi-Aventis, presents here their vision on delivering drugs, services and
medical devices (in close cooperation with Medtronic) to enable integrated
care. Here he presents his three layers of added value services.
See the presentation here
37. Enhance patient
experience and literacy
Integrate additional
products, devices, services
Optimize care delivery and
“guarantee” outcomes
39. BAYER is looking for healthcare technology projects
through their funding program Grants4Apps.They
offer support to innovative healthcare startups and
developer teams. See the site here
41. Novo Nordisk has taken a bold step in its fight against
diabetes by the initiative of “cities changing diabetes”.
With a specific program of research and partnership with
local authorities and institutions, they try to reform the
urban environment for people with diabetes.
See the site here
44. SCENARIOS FOR PHARMA
TO CREATE ADDEDVALUE
Traditional
Services
To educate and
promote
Focus on
Unique
Services to
Therapy area
45. SCENARIOS FOR PHARMA
TO CREATE ADDEDVALUE
Traditional
Services
To educate and
promote
Focus on
Unique
Services to
Therapy area
Providing
necessary
Services to fill
in gaps and
align
46. SCENARIOS FOR PHARMA
TO CREATE ADDEDVALUE
Traditional
Services
To educate and
promote
Focus on
Unique
Services to
Therapy area
Providing
necessary
Services to fill
in gaps and
align
Integrated care
& Outcomes
Connect,
structure,
Innovate
47. TO CREATE ADDEDVALUE SERVICES
ANDTO RESEARCH AND IMPLEMENTTHEM..
There are Four Dimensions that come
into play:
1. What services do you select to add
to healthcare provision?
2. How will you align with stakeholders
in development and implementation
to create and deliver the services in
practice?
3. What partners and stakeholders do
you need? And, how are the needed
relations with them defined and
contracted?
4. What process of development do
you envision to realize it?
49. GP Nurs
Pharm
Pharm
Ass.
Lab Spec. Fysio
Etc.
- Structuring of healthcare
process
- Creating collaboration
- Integrating infrastructure
Apps
IT
Admin
Data
Info
Comm
Finances
Towards
Better outcomes
For less costs
Pharma Devices
Payers
MANY OPPORTUNITIES ARISE WHENYOU
LOOK AT PLAYERS, SYSTEMS AND
COLLABORATION IN CARE ….
50. YOU MIGHT SPECIFICALLY WANTTO USE METHODS OF
CO-CREATIONTO COLLABORATE WITH PATIENTS,
PHYSICIANS AND OTHERS, LIKE PAYERS..
Experience co-creation is is an effective method to innovate
value to patients in a personalized way, in collaboration with all
relevant stakeholders. See here
52. 1. Services rendered create more Rx
2. Pay for services
3. Partners in delivery of care
Share Costs and Return
Payers will
participate in these partnerships
YOU MIGHT SPECIFICALLY WANTTO REFLECT ON HOW
YOU WANTYOUR INVESTMENTSTO BE REIMBURSED….
53. -1
0
+1
+2
+3
Acquaintance
Mutual Information
Building relation
Delivery of standard
Info. & Services
Product / Rx
Disease Information
Promotion
Products/Brands /
Rx Care / Disease
Broadening &
Deepening
DMU & KA
Relations Mngmnt
Service Marketing;
Collaboration in
implementation –
to shared intentions
Partnership for
Mutual benefits from
improved Care
Inform, Promote
Service,
Demonstrate
Pharmaceutical,
Brand & Disease
Co-creation
to develop
Tailored Innovations
Multi Stakeholder
Contract to
shared delivery
Rep Visits
Detailing
General on Line
Alignment for
Relation
Development
Multidisciplinary
Brand delivery
for Client
Satisfaction –
Int. cooperation
“All for One –
One for All”
Common
Investments
to ROI
Engagement Intention Delivery Capabilities
Services
Re.: Rx, Therapy,
Disease info. & support
For Shared Intentions
& cooperative planning
Company’s
Position/Expertise
Products/Diseases
Product offering
Basic brand services
Cross Functional
planning to customer
obvious needs
Pricing /Education/
Standard Support
Integrated expertise
for disease &
customer care
Tailored Optimization
of Care Delivery
Improved Outcomes
Continuous
innovation, research
& experiment
World class
Frontier
R&D
Benchmark
Advanced
Innovation
Contact &
Profile
Connect &
Relate
Build &
Collaborate
Develop &
Co-Create
Partner
YOU MIGHT ALSO WANTTO LOOK AT HOWYOU
DEVELOP RELATIONS WITHYOUR CLIENTSTO WORK SO
CLOSELYTOGETHER..
55. You might want to learn about your opportunities,
drivers and barriers, through a master class about
value added services for the health industry…
We look forward to that!
56. Drs.A.R.J. Halkes MHA
rob.halkes@healthbusinessconsult.com
P.O. Box 292
5050 AG Goirle
The Netherlands
M +31 6 31 66 2595
T http://www.twitter.com/rohal
F http://www.facebook.com/rob.halkes
L http://nl.linkedin.com/in/arjhalkes
W www.healthbusinessconsult.com