Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - (Page 10) COMMERCIALISATION MODELS possible for legal entities, sick funds or wholesalers that own a pharmacy chain to act as provider for a medical care centre. New stakeholders are also emerging in the pharmacy sector, where the acquisition of pharmacies by pharmaceutical wholesalers is leading to new structures and ownership models such as pharmacy chains with similarities to those in the UK and Switzerland. The rise of an economic mindset manifests itself in the way key stakeholders are starting to make decisions on therapy options. Health economic assessments, such as those undertaken by the Institute for Health Care Quality and Economic Efficiency (IQWiG), are growing in importance. The recent reforms in Germany have strengthened the role of IQWiG in evaluating new drugs and Figure 1: Forces re-shaping the German healthcare landscape. Horizontal integration Hospital chains Pharmacy chains Sick fund mergers Rise of an economic mindset Focus shifts from price to value & risk sharing Healthcare landscape technologies; from 2008, cost-benefit assessments are included in the remit of IQWiG, which means Germany now joins a growing number of countries where pharmaceutical products are measured against a set of economic criteria. In this new world, where the focus is shifting towards costeffectiveness — and ultimately risksharing — the development of compelling value propositions will become an important safeguard for the industry. Pharmaceutical companies must innovate their business model in response to those dramatic changes in the German operating environment. Faced with fewer, more powerful and more institutionalised customers and channels, an account-based commercialisation approach will play a key role going forward. Further, as the interests of care providers and payers become increasingly aligned, new, holistic marketing and sales strategies will be required to address the needs of these emerging customers. Commercialisation models Vertical integration Integrated care Managed care Figure 2: Commercialisation models. Weak Simple Value proposition* Strong Payer contracting Physiciancentric Account-based Complex Today * Defined by product features incl. clinical benefits, patent status, value-added services, ability to demonstrate value IMS Health has developed a framework to support pharmaceutical companies in making strategic choices between different commercialisation models. This framework also reflects the future dynamic of the operating environment (Figure 2). The key defining dimensions in this framework are the value proposition of the individual products and the complexity of the relevant healthcare stakeholder environment. The value proposition includes a product’s intrinsic qualities, such as therapeutic benefit, its patent status, and any value-added services provided. The strength of a value proposition is also highly dependent on a company’s ability to demonstrate value to relevant stakeholders. The complexity of the relevant healthcare stakeholder environment depends on the number of stakeholders a pharmaceutical company has to deal with in the sales process and how they interact and influence the decision-making process. Our framework defines three commercialisation models: payer contracting, with sick funds as the key decision makers in a tenderdriven market; 10 Stakeholder environment FEBRUARY 2008 SALES ENVIRONMENT
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 Pharmaceutical Executive Europe - February 2008 Contents Sales Force Commercialisation Models Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Pharmaceutical Executive Europe - February 2008 (Page 1) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Contents (Page 2) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Contents (Page 3) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 4) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 5) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 6) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 7) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 8) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 9) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 10) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 11) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 12) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 13) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 14)
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