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Market Access Collection - Report Bundle

  • October 2013
  • -
  • Firstword Pharma


Table of Contents

Market Access Collection - Report Bundle consists of all 4 reports from our Market Access Report Series.

Reports Included

1. Market Access Canada (September 2013)
2. Market Access in the EU5 – a comparative overview (August 2013)
3. Value-based Key Account Management and the NHS – ensuring optimal performance under new rules (June 2013)
4. Biosimilars in Emerging Markets (March 2013)

Market Access Canada (September 2013)

This report takes a look at the fragmented healthcare system in Canada. With responsibilities split between the provincial and federal organizations, this system presents both challenges and opportunities for the pharmaceutical industry.

Market Access in the EU5 – a comparative overview (August 2013)

With health expenditure under scrutiny throughout the EU, spending on drugs has been targeted as a key area for cost savings. Now, gaining EU marketing authorisation from the EMA for a new drug is no longer a guarantee of commercial success, and companies must respond to national market conditions where a product must prove not just clinical effectiveness but show real economic advantage and benefits.

• A high value market
The main pharmaceutical markets of the EU still rank among the world’s best for innovative medicines. The pharmaceutical market value of the top 5 EU markets at ex factory prices exceeded €101,627 million in 2011. Despite health payer encouragement to use generic alternatives, generic drugs accounted for relatively little of the value, for example 30.6% in Germany but only 9.7% in Italy. The challenge facing each country in controlling its drugs bill is illustrated by per capita pharmaceutical expenditure: In France this was €608 while in Spain in was €299.

• Drug pricing and reimbursement policies evolve
Countries vary in their response to tackling the funding of drugs and strategies to control the market through drug pricing and reimbursement policies continue to develop. The willingness to act has gone beyond clinician encouragement, voluntary codes and pricing deals. A raft of regulatory changes in Germany, France and the UK will see fundamental changes to drug pricing and reimbursement assessment. For the Pharma industry it’s tight, and it’s getting tighter.

Value-based Key Account Management and the NHS – ensuring optimal performance under new rules (June 2013)

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.

Biosimilars in Emerging Markets (March 2013)

There are few areas of the pharmaceutical market more hotly debated than biosimilars yet the pathway to developing a viable global product marketplace is not clear. Biosimilar interest is being driven by the potential offered by a range of high-value brands which will be subject to patent challenges in the next 5-10 years such as Roche’s Herceptin and Avastin.

The US market remains the big prize for biosimilars but is stalled with an untried regulatory process. Europe is more advanced but there are significant barriers to entry. It is no surprise, then, that biosimilar developers are turning to emerging markets as a preferred market entry point.

The fundamentals of biosimilars in emerging markets are sound: high unmet clinical need in large and expanding populations, growing GDP and health spending, increasing patient expectation and often amenable regulatory regimes all provide a fertile environment for biosimilar products. Many biosimilar companies in emerging markets are developing networks and alliances outside of the US and Europe which is providing valuable revenue and knowledge of international trade. Are we seeing a 2-speed biosimilars sector in which emerging markets and companies are taking a lead?

Understanding this complex market requires a detailed analysis of the trends which are shaping its development. Biosimilars in Emerging Markets is a 2-volume report which provides both a comprehensive overview of the biosimilars sector and highly-detailed expert analysis of the issues that are affecting developments on the ground in a range of emerging markets including Korea, India, China, Brazil, Russia and Turkey.

• VOLUME 1: Putting emerging markets and companies into global context
This detailed volume succinctly reviews the biosimilars sector and will ensure you have a complete working brief of the current state of emerging markets in their international context. It provides a review of regulations covering biosimilars, identifies sales and patent expiry of leading biological brands and looks at market value and biosimilar pricing. There are country-by-country appraisals of leading emerging economies which examine the biosimilar operating environment along with company profiles of 23 local biosimilar developers with pipeline analysis for leading organisations.

• VOLUME 2: Drilling down into emerging markets: local industry experts share their insights
What trends are driving biosimilars in emerging markets? Many countries have the need for biosimilars but do not have the development or manufacturing capacity to produce biosimilars for their own population. At the other end of the scale, a good deal of government interest and incentive for private companies has established the necessary framework for national/regional supply with long term ambitions for US/Europe. Even so, biosimilar companies may face challenges even with their own markets such as patient and clinical concerns over safety and quality. Volume 2 brings together highly-detailed market analysis with contributions from local industry experts whose clear insights provide a real world perspective of opportunities and challenges which must be overcome now and in the future.

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