Pharmaceutical Executive Europe - November/December 2007 - (Page 46) 46 The Mix Nov/Dec 2007 Pharmaceutical Executive Europe Clear Communications Nick Hicks explains how to maintain transparency when partnering with patient groups. M any companies find themselves uncertain when it comes to partnering with patient groups. This is despite the fact that advocacy relations processes are now established in many pharmaceutical companies and positive, sustainable relationships with patient groups are recognised as long-term indicators of corporate and product performance. This hesitation can lead to missed partnering opportunities, sub-optimal implementation of initiatives and allocation of resources to inappropriate activities. If approached sensitively, after undertaking due diligence, however, the benefits of partnering with patient groups far outweigh any perceived negatives. In isolation, partnering is unlikely to achieve maximum return: successful leveraging depends on how well integrated it is with wider activity. Nick Hicks Measuring ROI There is no magical approach for creating an effective patient communications strategy: due diligence, forward planning, realistic expectations, a bit of creativity and, importantly, a flexible approach are the basic tools. Due diligence is, however, often a casualty of the challenges encountered when working with patient groups. The difficulty in measuring ROI with patient group activities, the rigorous regulatory environment and the timescale needed to build and leverage successful collaboration are among the factors contributing to this situation. Common arguments against implementing ROI measurements in this way focus on timescale and appropriateness: it is difficult to apply standard ROI indices to patient group activity. The timescale is longer than the standard three (or, if you are lucky, six) months factored for activities such as sales promotion. One solution is to develop alternative ROI measurements, though there is no one way to measure return from patient group involvement. One method involves taking a key parameter, which the overall commercial programme addresses — for example, raising awareness of a disease concept such as neutralising antibodies — and having senior management isolate and estimate the effect the patient group activity had on this measure. Adjust for potential errors in estimation and then use this ‘conservative ROI’ as the measurement metric. Others exist and measurement indices should be activity-specific. Shared objectives At the basic level, regulatory and transparency considerations are addressed by having a written undertaking of both parties’ expectations from the partnering. Time lines, payment schedule and a get-out clause for both parties must be clarified. If one does not exist already, a set of corporate guidelines outlining the company’s policy towards working with patient groups must be established. Before commitment to action, the starting point is always to identify common shared objectives between company and patient groups; an open dialogue and transparent working methods are key. Working from a knowledgetransfer and capacity-building approach is often an effective starting platform. First, make sure you have a clear, defined business mission and long-term senior management commitment for investment in the necessary time and financial resource. Successful partnership is based on mutual respect for each other’s agenda, open communication, trust and transparency. The patient group agenda has a different centre of attention to that of the brand teams’ commercial plan; marketers may find themselves in positions where they are challenged on controversial issues, such as lack of research into rare diseases, equal access to medicines and commercial agendas. There needs to be willingness amongst the commercial team to view patient group activities as one of opportunity and possibility; appropriate due diligence plays an important part in this respect before entering into any agreement. In isolation, partnering is unlikely to achieve maximum return. Providing a newsletter grant is, by itself, unlikely to have a high value impact. Successful leveraging of patient group activity depends on the level of impact the partnering has on key shared parameters and how well integrated the programme is with wider activity. For example, KOL development, medical education, publication planning, media relations, sales force activity, regulatory strategy and a lobbying agenda all need to be determined at an early stage to maximise the value opportunity. Opportunities for collaboration Consider the five main types of collaborating opportunities currently used by companies: clinical research, access to drugs, patient information, public policy, and financial support. Depending on which of these collaboration
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.