Pharmaceutical Executive Europe - March 2008 - (Page 19) Pharmaceutical Executive Europe March 2008 Marketing and Healthcare Policy: Germany 19 part of the needs of a GP or practice-based specialist. Their professional success rests on consultation work, which is based on a spectrum of indications, the ability to coordinate a patient’s treatment regime, the efficiency of the practice and finally also the loyalty of their patients. The needs of doctors have also started to evolve as a result of the interaction and collaboration between the stakeholders. In Germany, on a regional level, doctors work together across practices, with hospitals, pharmacies and payers to manage a patient’s disease. The German public health insurer, AOK, has recognised this and signed managed care-type contracts with two representative associations of German GPs to develop ‘GP-centred provider models.’ A goal of these models is for the doctor to again become the central point of contact for patients and families, acting as the guide throughout a patient’s therapeutic process.2 Our problem today is that the pharmaceutical sales organisation still has a limited understanding of these regional healthcare markets, with their referral practices, prescriptioninfluencing decision patterns and the development of managed care networks. However, if we want to be seen as a trusted and integrated player of the healthcare environment, we will need to increase the scope of our involvement. By not focusing purely on the product, we can expand our engagement to the entire therapeutic process, from the support of prevention and generation of disease awareness to compliance and post-therapy care. Secondly, we must begin to develop an understanding of regional healthcare markets. By understanding the existing and emerging networks and addressing the needs and concerns of all relevant and connected stakeholder groups within these networks, we will identify entirely new opportunities for developing value-adding services. As pharmaceutical companies, we have a tremendous amount of knowledge and competence in these areas. Additionally, we can tap into the knowledge of our customers and collaborate with them to support the development of managed care structures or entirely new “networks of care.” With the knowledge of the regional healthcare market and the referral networks for example, we can act as knowledge brokers, mediators as well as facilitators to bring all parties of the healthcare environment around the table. Engaging with the different stakeholders of the regional healthcare networks and developing new value contracts and services for them requires a change to the traditional ‘Share of Voice’ control mechanism. To create sustainable value, we need to employ a more customer-centric and patient outcome-oriented ‘Share of Care’3 model. The paradigm shift for us lies in the better balancing of our products’ financial performance with the delivery of improved healthcare effectiveness (patient treatment outcomes) and healthcare efficiency (contribution to cost-containment in the healthcare system). The challenge for the field force The deployment of account management approaches is currently receiving a lot of attention. While the concept has historically been applied mostly in secondary care, it is also valid for the primary care environment, although defining accounts here is more of a challenge. To begin with, it is essential to develop a regionally integrated customer approach, with full business responsibility for the portfolio of products on the management level. An account manager is installed to engage with the key customers and the healthcare networks in which they operate. In co-operation with the account manager, multi-capability teams, made up sales employees with different profiles and priorities are formed, address the requirements of our customers in a more targeted and quality oriented fashion. An account manager working within a designated area with such a multi-capability team, focused on a set of customers and with a responsibility for a broad portfolio of products, can provide a holistic engagement approach for the single GP, while at the same time developing an understanding of the integrated and complex customer structures that exist within the area. This allows him or her to be at the forefront of creating value where it is needed, for one customer or across a network of customers. In this manner, the account manager acts as a knowledge broker and facilitator. For example, by understanding the indication specific referral patterns within an area or region, care pathways and a more efficient patient flow can be facilitated. To address the needs of such integrated care structures, more and more ‘package solutions’ of products and value-adding services will be needed.4 All of this means deep and significant change, a great challenge and much to achieve in terms of strengthening the competencies of our employees in the field. A regionalised organisation, which allows the account manager, as well as the members of the multi-capability-team to be closer to a network of customers within designated areas, will demand more autonomy as well as greater responsibility at a much lower organisational level. http://www.executiveinsight.ch/
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - March 2008 Pharmaceutical Executive Europe - March 2008 Contents From the Editor News and Analysis Brussels Report Calendar The Next Wave of Pharma Talent The New World Order Share of Voice to Share of Care Notes on a Meeting The Malta Story Motivation Across Borders The Mix No GUTs, No Global Green is Good Last Word Pharmaceutical Executive Europe - March 2008 Pharmaceutical Executive Europe - March 2008 - Pharmaceutical Executive Europe - March 2008 (Page 1) Pharmaceutical Executive Europe - March 2008 - Pharmaceutical Executive Europe - March 2008 (Page 2) Pharmaceutical Executive Europe - March 2008 - Contents (Page 3) Pharmaceutical Executive Europe - March 2008 - From the Editor (Page 4) Pharmaceutical Executive Europe - March 2008 - From the Editor (Page 5) Pharmaceutical Executive Europe - March 2008 - News and Analysis (Page 6) Pharmaceutical Executive Europe - March 2008 - News and Analysis (Page 7) Pharmaceutical Executive Europe - March 2008 - Brussels Report (Page 8) Pharmaceutical Executive Europe - March 2008 - Brussels Report (Page 9) Pharmaceutical Executive Europe - March 2008 - Calendar (Page 10) Pharmaceutical Executive Europe - March 2008 - Calendar (Page 11) Pharmaceutical Executive Europe - March 2008 - The Next Wave of Pharma Talent (Page 12) Pharmaceutical Executive Europe - March 2008 - The Next Wave of Pharma Talent (Page 13) Pharmaceutical Executive Europe - March 2008 - The Next Wave of Pharma Talent (Page 14) Pharmaceutical Executive Europe - March 2008 - The New World Order (Page 15) Pharmaceutical Executive Europe - March 2008 - The New World Order (Page 16) Pharmaceutical Executive Europe - March 2008 - The New World Order (Page 17) Pharmaceutical Executive Europe - March 2008 - Share of Voice to Share of Care (Page 18) Pharmaceutical Executive Europe - March 2008 - Share of Voice to Share of Care (Page 19) Pharmaceutical Executive Europe - March 2008 - Share of Voice to Share of Care (Page 20) Pharmaceutical Executive Europe - March 2008 - Notes on a Meeting (Page 21) Pharmaceutical Executive Europe - March 2008 - Notes on a Meeting (Page 22) Pharmaceutical Executive Europe - March 2008 - Notes on a Meeting (Page 23) Pharmaceutical Executive Europe - March 2008 - The Malta Story (Page 24) Pharmaceutical Executive Europe - March 2008 - The Malta Story (Page 25) Pharmaceutical Executive Europe - March 2008 - The Mix (Page 26) Pharmaceutical Executive Europe - March 2008 - No GUTs, No Global (Page 27) Pharmaceutical Executive Europe - March 2008 - No GUTs, No Global (Page 28) Pharmaceutical Executive Europe - March 2008 - No GUTs, No Global (Page 29) Pharmaceutical Executive Europe - March 2008 - Last Word (Page 30)
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