Pharmaceutical Executive Europe - June 2008 - (Page 16) 16 Corporate Strategy June 2008 Pharmaceutical Executive Europe from disease management and that patients have influence on the treatment prescribed. Although this model requires a good degree of change, pharmaceutical companies can build on the strength of their traditional business models. They can exploit their ability to create and promote product innovations and can also use their classical sales channels to recruit interested payers/regions and providers. The core strength of this new business model is the opportunity to fully leverage the patient’s power to influence prescribers once they have been recruited through participating payers/providers. However, the model is very patient-focused and requires extensive administrative efforts if the services are provided mainly by in-house units. Reduced quality control from outsourced treatments and lack of experience in determining out-of-pocket fees add to the challenges of this business model. pharmaceutical managers believe that their companies will introduce fundamentally new business models in the next two years in light of challenges in the healthcare environment, it can be assumed that companies that don´t risk change will fail in the medium term. Conclusion New business models have to be developed for each country as they need to be tailored to country-specific requirements and prerequisites for profitability. This includes determining key dominant external stakeholders and corresponding value propositions, deriving potential options for new business models, assessing them in terms of impact and feasibility and identifying the best environment for quick and pragmatic testing. While such pilot programmes cannot fully eliminate all uncertainty, they enable pharmaceutical companies to take calculated risks. Since 72% of Figure 2: Diabetes disease management model. About the Authors Stephan Danner is a partner in the global Pharma & Healthcare Competence Centre at Roland Berger Strategy Consultants in Berlin. Stephan works with clients to design and implement corporate strategies and highly effective operating models. (Stephan_Danner@de.rolandberger.com) Aleksandar Ruzicic is a principal at the Zurich, Switzerland, office of Roland Berger Strategy Consultants. He has advised international pharmaceutical companies on strategic and operational topics from R&D to marketing and sales. (Aleksander_Ruzicic@de.rolandberger.com) Martin Oelschlegel is a consultant in the global Pharma & Healthcare Competence Centre at Roland Berger Strategy Consultants in Berlin. His expertise includes developing and implementing new commercial strategies for global pharmaceutical clients. (Martin_Oelschlegel@de.rolandberger.com)
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - June 2008 Pharmaceutical Executive Europe - June 2008 Contents From the Editor News and Analysis Calendar Brussels Report - Tell Us Something We Didn’t Know BioFutures - Friends, Acquaintances and Strangers IT Matters - The High Cost of Swimming Upstream Strategy Fundamentals - Hidden in Books Corporate Strategy - New Dimensions for New Business Models Special Report: Making the Leap Sales Force Incentives - The Goal: Setting Goals Last Word Pharmaceutical Executive Europe - June 2008 Pharmaceutical Executive Europe - June 2008 - Pharmaceutical Executive Europe - June 2008 (Page Cover1) Pharmaceutical Executive Europe - June 2008 - Pharmaceutical Executive Europe - June 2008 (Page Cover2) Pharmaceutical Executive Europe - June 2008 - Contents (Page 3) Pharmaceutical Executive Europe - June 2008 - From the Editor (Page 4) Pharmaceutical Executive Europe - June 2008 - From the Editor (Page 5) Pharmaceutical Executive Europe - June 2008 - News and Analysis (Page 6) Pharmaceutical Executive Europe - June 2008 - News and Analysis (Page 7) Pharmaceutical Executive Europe - June 2008 - Calendar (Page 8) Pharmaceutical Executive Europe - June 2008 - Brussels Report - Tell Us Something We Didn’t Know (Page 9) Pharmaceutical Executive Europe - June 2008 - BioFutures - Friends, Acquaintances and Strangers (Page 10) Pharmaceutical Executive Europe - June 2008 - IT Matters - The High Cost of Swimming Upstream (Page 11) Pharmaceutical Executive Europe - June 2008 - IT Matters - The High Cost of Swimming Upstream (Page 12) Pharmaceutical Executive Europe - June 2008 - Strategy Fundamentals - Hidden in Books (Page 13) Pharmaceutical Executive Europe - June 2008 - Corporate Strategy - New Dimensions for New Business Models (Page 14) Pharmaceutical Executive Europe - June 2008 - Corporate Strategy - New Dimensions for New Business Models (Page 15) Pharmaceutical Executive Europe - June 2008 - Corporate Strategy - New Dimensions for New Business Models (Page 16) Pharmaceutical Executive Europe - June 2008 - Corporate Strategy - New Dimensions for New Business Models (Page 17) Pharmaceutical Executive Europe - June 2008 - Special Report: Making the Leap (Page 18) Pharmaceutical Executive Europe - June 2008 - Special Report: Making the Leap (Page 19) Pharmaceutical Executive Europe - June 2008 - Special Report: Making the Leap (Page 20) Pharmaceutical Executive Europe - June 2008 - Special Report: Making the Leap (Page 21) Pharmaceutical Executive Europe - June 2008 - Sales Force Incentives - The Goal: Setting Goals (Page 22) Pharmaceutical Executive Europe - June 2008 - Sales Force Incentives - The Goal: Setting Goals (Page 23) Pharmaceutical Executive Europe - June 2008 - Sales Force Incentives - The Goal: Setting Goals (Page 24) Pharmaceutical Executive Europe - June 2008 - Last Word (Page 25) Pharmaceutical Executive Europe - June 2008 - Last Word (Page 26) Pharmaceutical Executive Europe - June 2008 - Last Word (Page 27)
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