Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - (Page 10) COMMERCIALIZING HEOR determined, demonstrated, communicated and realised in the market. It should be created when a product is in the proof-of-concept phase, and then, ideally, it becomes a living document that reflects new information as it becomes available during the life of the product (Figure 1). There are several benefits to this. First, the HEOR department’s work will be in support of the brand strategy; no longer can HEOR staff be accused of working in a marketing strategy vacuum producing work products that are at odds with, or irrelevant to, the commercial strategy. Second, the process will have begun at an early enough point that the outcomes research will be ready when it is needed. And, as the product develops, the VDP offers a way to take stock of where the product lies on the value continuum and to determine the potential return on investment from designing new HEOR studies. ■ CASE STUDY VDP IN PRACTICE: RAISING FORMULARY PRESENCE A leading, multinational pharmaceutical company needed a value proposition for a new product that would help it compete in US managed care against both a dominant market leader as well as generics and lowercost brands. As is often the case, the request came after many managed care payers had announced that they would not be listing the product on their formularies. A process of value development planning generated recommendations that the company: ● assess the current level of unmet need in the therapy area ● gain an understanding of how managed care payers viewed the product choices ● design a cost-effectiveness analysis to inform managed care treatment decisions ● share the findings through a variety of channels. A review of all the relevant work performed by the brand team revealed a significant gap between realworld treatment patterns and published guidelines for the condition. They then constructed a decision-analytic model to compare the costs and effectiveness of each treatment in the drug class. The findings, which demonstrated the value of the product over other therapy choices, were communicated via: ● publication in a leading, international health economics journal ● inclusion in the company’s Academy of Managed Care Pharmacy dossier ● a slide presentation that the company’s health economics field force used on calls with managed care organisations ● training sessions held for health plan pharmacy directors. Following these communications, the product’s presence on Tier 1 or Tier 2 of the formularies increased from 36% to 50%, and the trajectory for the unit sales of the product exhibited a noticeable, upward change in slope. By understanding the issues and mapping out a corresponding value development plan, the brand team’s goals were met — and the HEOR department’s contribution was direct, measurable and recognised. 10 About the Authors Elisabeth Hazard is principal, IMS Health HEOR, with over 17 years’ experience communicating demonstrations of value to internal and external decision-makers across many therapeutic areas. A pioneer in “value communications”, she provided some of the first “value message” development projects and communications efforts in this frontier of health economics. Karen Joy is senior consultant, Health Economics and Outcomes Research at IMS Health Consulting, with a focus on value-based analytic research and strategic writing. She has 15 years’ health research experience including senior roles in communications and project management, and particular expertise in applying the framework of value to communicate key messages to diverse audiences. Cindy Eisenschenk is senior consultant, Health Economics and Outcomes Research at IMS Health Consulting. A trained clinical pharmacist, she has over 14 years’ health research experience, including senior roles in value communications and outcomes research providing, analysis, interpretation and insight for companies operating in the pharmaceutical, medical device and biotechnology sectors. DECEMBER 2007 HEALTH ECONOMICS
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 Contents Budget Impact Analyses: BIAs: The Fifth Hurdle? Evidence and Effectiveness: Redressing the Balance Commercializing HEOR: Adding Value Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 (Page 1) Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 (Page 2) Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Contents (Page 3) Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Budget Impact Analyses: BIAs: The Fifth Hurdle? (Page 4) Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Budget Impact Analyses: BIAs: The Fifth Hurdle? (Page 5) Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Budget Impact Analyses: BIAs: The Fifth Hurdle? (Page 6) Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Evidence and Effectiveness: Redressing the Balance (Page 7) Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Evidence and Effectiveness: Redressing the Balance (Page 8) Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Commercializing HEOR: Adding Value (Page 9) Pharmaceutical Executive Europe IMS Health Economics Supplement - December 2007 - Commercializing HEOR: Adding Value (Page 10)
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