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CCG commissioners want pharma’s money and expertise but on their terms – how do you develop effective Joint Working partnerships which meet everyone’s objectives?

On April 1, 2013, the NHS in England underwent profound changes in an attempt to introduce a new culture where clinicians and patients are the new stars, where competition is mandatory, where everything rests on patient outcomes and where collaboration and innovation are encouraged at the highest levels. The question is: How can key account managers (KAMs) and front-line staff achieve commercial targets within the new NHS structure?

A new way of working

Simple detailing and clinical benefits are no longer a guarantee of success. NHS England is looking for industry support to meet its wider health aims. The opportunities are plentiful, particularly in service and pathway redesigns where inefficiencies are well recognised and small changes can make a significant difference. Industry leaders such as Pfizer and Janssen, as well as third party companies, are developing solutions that can be applied across therapeutic areas in keeping with nationally developed outcomes strategies.






The role for KAMs: Joint Working and partnering

The key to success in the NHS will be through the development of robust relationships and co-working which delivers effective medicines within the wider health framework. The people best positioned to take advantage of this change in culture are the key account managers but they cannot work in isolation. Collaborative long-term relationships need to be formed, not just by individuals but by organisations and via a cross-functional team approach. Key account managers need support to identify solutions that will help local health economies realise their objectives and the autonomy to see them through. Indeed, industry may need to go further than ever before in the provision of skills and resources: joint working in a very real sense.

It may not be straightforward. There remains considerable scepticism at local level about pharma’s motives, which is why building trust with the NHS is the bedrock on which collaborative working must be based






A thorough briefing with unique insider input and case studies


This new report, Value-based Key Account Management and the NHS — Ensuring optimal performance under new rules, provides everyone involved with the fast-changing NHS England with a deep understanding of the issues which are shaping the operating environment and how they are affecting its commercial and clinical development. The report illuminates this fast-changing environment with insight and case studies from leading companies, consultants and those charged with implementing the changes in CCGs and NHS Trusts.

The benefits of this report


Know how companies are organising themselves to respond to new challenges
Establish strategies for moving from a promotional selling model to a partnership model
Appreciate the crucial role key account managers play in achieving commercial and customer objectives
Know what is important to local health economies and health commissioners
Understand why building trust and relationships with NHS colleagues is important
Review the kinds of Joint Working projects that companies are engaged in
Know why of collaboration and innovation in NHS England will be the key to success







Selected quotes from the report: experts share their insights


“There is still some distrust in the system about pharma companies and their motivations. That’s why I think understanding the priorities of what the CCG wants to do and trying to get some key relationships within that organisation is absolutely critical.” Caroline Dawe, MD Northern locality, New Devon CCG

“What has been interesting to see is that they (the Pharma industry) are themselves quite unsure beyond the traditional model as to how they can get involved. Sometimes they offer to help organisationally, but mostly it is cash related. Undeniably that is attractive but one also looks for innovative ideas which would make clinical delivery simpler.” Dr Partha Kar, Clinical Director of Endocrinology and Diabetes, Portsmouth Hospitals NHS Trust

“[Pharma companies are] sitting on a wealth of information and experience that can be repurposed to support patient outcomes and service redesign. There is a lot of inefficiency, fragmentation and inconsistency in the way healthcare is being delivered today and we want to bring that knowledge and expertise to bear in different ways.” Marco Mohwinckel, head of Janssen Healthcare Innovation (JHI), Europe

“It was extremely busy and the clinicians were unable to give patients the time they needed to make the decisions they needed about treatment and ongoing follow-up. Our people work in the Trust, they have a Trust email address and they spend time sitting in clinics, interviewing consultants, nursing staff and departmental managers to really understand what the issues are in this setting.” Jo Wales, Head of Pfizer Health Solutions

“It is about local Key Account Managers and representatives influencing local marketing strategy. Whatever the selling role is, it is essential to identify how to influence what happens within your locality, both internally and externally. To do this you need to be aware of your local priorities and issues. Take time with your customers to understand what their problems are and what their individual wants are. The needs of the whole account will not differ much from customer to customer, but their wants will. This is where you can start to go beyond selling and be part of the solution and not the problem.” Joanna Allen, Consultant


This report will allow you to:

Understand what is important in NHS England and health buyers
Know what commissioners in CCG’s expect from pharma
Get a perspective of how Joint Working is evolving
Understand the critical role played by service redesign and disease pathway management
Work through some of the complexities of the reforms
Appreciate how third parties can help pharma develop services which meet commissioner’s expectations


Expert Views Include:

Dr Partha Kar, a consultant endocrinologist and clinical director of endocrinology and diabetes at the Portsmouth Hospitals NHS Trust
Caroline Dawe, managing director for the Northern Locality of New Devon CCG
Mike Crooks, general manager, Astellas UK
Rebecca Thornley, associate director of consultancy firm PPC
Gareth Motley, head of sales for critical care at Novartis UK
John Proctor, head of commercial services, Quint
Huw Tippett, former global head of commercialisation, Novartis
Kevin Blakemore, head of partnerships, ABPI
Jo Wales, head of Pfizer Health Solutions
Marco Mohwinckel, head of Janssen Healthcare Innovation


Table Of Contents

Value-based Key Account Management and the NHS — ensuring optimal performance under new rules
1.Executive summary
2.Introduction
2.1. Profound cultural change

3.Liberating the NHS
3.1. NHS follows global trends
3.2. Increased competition
3.3.Local credibility

4.An overview of NHS England
4.1. Clinical commissioning groups
4.2. NHS regional commissioning offices and Local Area Teams
4.3. Commissioning Support Units

5.Guiding the commissioning
6.Key bodies
7.Complexity mounts
7.1. Overlapping remits

8.Getting patients into the system
9.Value-based pricing
10.Key account management (KAM)
10.1. Early mover advantage
10.2. Partnership working gains ground
10.3. Fundamental mind shift
10.4. Case study: Partnerships in mental health

11.Team approach
11.1. Organising KAM activity
11.2. Case study: Astellas
11.3. A slow transition
11.4.Case study: Moving fast with Xolair
11.5. Transitional arrangements

12.The search for opportunities
12.1. A marriage of health outcomes and profits
12.2. Negotiating the wins
12.3. What can pharma bring to the table?
12.4. No longer an open cheque book
12.5. Boundless opportunity
12.6. Learning from the Respiratory Programme
12.7. NHS Outcomes Framework
12.8. Medicines optimisation

13.Evolution of Joint Working
13.1. Pfizer Health Solutions
13.2. Service redesigns
13.3. Innovation incubation units
13.4. Care4Today
13.5. Innovation Challenge
13.6. ABPI Joint Working teams
13.7. Academic Health Science Networks
13.8. Joint Working Criteria

14.Measuring the gains
14.1. Pharma measures

View This Report »

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