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Benchmarking Biologic Innovator Value-Added-Services

Benchmarking Biologic Innovator Value-Added-Services

  • November 2016
  • ID: 4699258
  • Format: PDF
  • Firstword Pharma


Table of Contents


Delivering high-quality value-added services for biologics

What are the “beyond-the-pill” services that biologic companies need to deliver to ensure improved patient compliance and outcomes?

Patient, payer and clinical expectations of biologic drugs are high and developers must go the extra mile to support all stakeholders and see patient outcomes improve. Value-added services (VAS), from financial support to treatment compliance tools, are commonplace in pharma, so what more must biologic developers do and how can that be achieved?

To establish which VAS are appropriate, identify the challenges specific to biologics, design winning programmes and gain competitive advantage, turn to this expert report Benchmarking Biologic Innovator Value-Added-Services.

Key Features
- In-depth interviews with biologic industry experts in the US, France, Germany, Italy, Spain and the UK reveal unique insights gained from their front line experience
- A listing of innovative VAS and Patient Assistance Programmes of the top 15 biological manufacturers
- Case studies including Biogen Idec’s Above MS programme and Abbvie’s model for taking a diversified approach to VAS
- Extensive secondary research which puts expert commentary into wider market context
- At-a-glance summaries of all the main insights

Key Benefits
- Understand the unique circumstances that influence the design and delivery of biologic VAS
- Identify the benefits of VAS to payers, patients and health providers
- Learn how cutting-edge technology partnering can accelerate your VAS delivery
- Establish how VAS benefits need to be nuanced in the US and EU5 countries
- Know when to start planning you VAS programme – it may be earlier than you think!
- Harness the power of patients to really understand their conditions and deliver VAS that will be most beneficial
- Understand the unique challenges facing biosimilar developers.

Key Questions Answered by This Report:
- Special biologics drivers: What are the specific clinical, payer and patient drivers that shape the delivery of biologic VAS?
- Patient voice: In what practical ways can patient input determine the delivery of an optimum VAS programme?
- Timing: When should you start planning your VAS programme and what are the risks of being too late or too early?
- Technology: How have advances in technology changed the VAS landscape and how can biologic developers benefit?
- National view: Why do VAS programmes need to be created or adapted to patient needs in each country?
- Support: What are the challenges of getting internal cross-functional support for your VAS project?

Expert Views
To ensure candid views were expressed, some expert names have been kept anonymous, but each has been vetted for their experience and detailed current knowledge of VAS issues.
- Associate Director of US Marketing, small biotech, US
- Jay Humphrey, Global Marketing Director, Takeda Oncology
- Vice President of Outcomes Research, Top 20 Pharma Company, US
- Julie O’Donnell, former Global Head of Customer Interaction at Lundbeck, Current CEO of One15 Healthcare
- Senior Vice President, Top 20 Pharma Company, Europe
- Value-added services specialist, Europe
- Healthcare Solutions Lead, Top 20 Pharma Company, US

Key Quotes
“The worst thing that can happen is that the doctor says this is the patient, this is the drug, and then something happens in between the prescription being written and the patient taking the medicine. It is on us as the manufacturer to make sure that that [interference] doesn't happen.”
Associate Director of US Marketing Small Biotech, US<

“We've heard many, many times from patients and patient advocates that a lot of the [patient-facing disease] information is either hyperbole, potentially scary, or if it's very scientifically minded, very difficult to navigate. So trying to provide if not peer reviewed or scientifically reviewed information with regard to a disease state, being able to point to similar information that may exist to allow for a patient to really become educated and empowered.” Jay Humphrey Takeda

“A lot of times patients, physicians, payers are not even aware of the services that we do provide. In many ways it is a challenge for us to let people know what we can actually provide for them as part of these value-added services. So we should probably do a better job than we do in regard to informing people of these services.” Vice President Top 20 Pharma Company, US

Who will benefit from this report?
- Teams developing VAS programmesMedical affairs teams needing knowledge of VAS for their clinical engagements
- Market access/KAM teams charged with presenting inclusive commercial propositions to payers
- Brand and marketing professionals wanting to position products for competitive advantage
- Patient engagement teams
- Regulatory and legal professionals ensuring VAS programmes are compliant
- National and regional payers assessing overall value
- Patient advocacy groups wanting VAS programmes that really meet need
- Industry professionals charged with commissioning digital technology solutions
- Technology companies wanting to expand use of their novel VAS and communication technologies

Content Highlights
Executive summary
- What is the definition of value-added services?
- What value-added services are there?
- Unique challenges for biological manufacturers
- Changing and evolving
- Why do companies develop value-added services?
- The benefit to patients
- The benefit to healthcare providers
- The benefit to payers
- The benefit to biological manufacturers
- The process of developing value-added services
- How should value-added services be aligned within companies?
- Who should provide input on value-added services?
- Internal and external considerations for rolling out value-added services
- Working with external sources
- Promoting value-added services
- Critical success factors for value-added services
- Challenges for value-added services
- Working in siloes
- Daunting financial investments
- Difficulty achieving buy-in
- Fears about meeting consumer expectations
- Gauging success in value-added services
- Measuring return on investment
- The value of feedback
- What is the future of value-added services?
- Increased focus on patient needs
- Increased use of data
- Increased risk sharing/partnering
- Increased need for product differentiation

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