Team Name:

Worthless Without Coffee

Subhojit Das

Shiladitya Kar

Aranya Roy
 Need to recalibrate with evolving healthcare dynamics

Emerging Trends

Tremendous pressure to control costs and deliver high Manufacturers must understand what sets Formulate a strategy for emerging healthcare
quality care these large networks and commercial models

Heterogeneity of Local Larger Accounts

Health care markets Buying authority moving
away from individual
Majority of the groups
physicians and becoming
operate locally and have their
corporate driven
separate agenda.
Thus customized marketing
and sales strategy is required

Greater reliance on New Decision making

data management authority

More data and more Multiple decision makers such

sophisticated analysis is as Clinic leadership team,
required to support Pharmacy benefit
multiple accounts managers(PBM), Quality review
boards etc.
 Reasons for wide variation in sub-national performance

• Hospital Supported

• Physician Led

• Commercially
Supported

*(Oliver-Wyman)

Ownership type varies by region, In eastern part we see

Major ACO and IDN clusters concentrated in South has almost double the share of Physician led ACO’s
much greater share of Hospital supported consolidation(
east and west than any other region with 51%
66%), while this drops to 37% in south

The Southern region has been doing well because of the existing DTC strategy which has worked well with physicians. However, East-West
regions are lagging behind of the dominance of the consolidated hospital-supported (IDNs and ACOs) groups

Key Insight
Changing dynamics of healthcare delivery is propelling a shift from DTC strategy to Key Account Management for East-West and Southern
regions to cater to both hospital supported and physician led groups
 Who are our new customers and what do they want?
New Customers for Phoenix Pharma Focus Areas for IDNs Solutions for IDNs
Quality
Physician Hospitals and Pharmacies and Improve Health of
Parameters Payers improvement,
Networks Clinics Wholesalers Cost Improve Cost Saving Population HIT Adoption
Inflation
Real-world data,
Commercial Potential Competitive Edge Reduce Per Capita
Opportunity I cost of Healthcare
Improve efficiencies
Size Staff & reduce cost
Current sales or Share of Account Shortage D Quality of Care
Improve Patient/Provider

Joint drug Central-drug- Positive and

N Share Financial Risk Individual relationship, Patient
Health Experience of care engagement
formulary and formulary negative Selected
treatment decision reimbursement inventory offering Quality Eliminate Cost-shift Improve Caregiver Enhance HCP
approach making lists Experience Development and
leadership skills
Strong enforcement of formulary

Key Economically driven; business management and data-capture of

Deliverables outcomes and cost effectiveness

Influencer
Identifying Key Stakeholders
Shared
patient High level of
management Professional contracting; preferred
across integration in contracts and listing
hospital group
treatment
pathway

Gatekeeper
Forward
High degree of integration in
Therapeutic area specialization integration with
providers patient
management
Area of
Expertise Programs with

Champions
focus on Push Through strategy
In-house drug
particular
dispensing therapeutic targeting new Honchos
areas and Watchdogs
 How to Approach the Market challenges- Go to Market Strategy

Pharma Approach to Address IPPN/IDN Challenges KAMs Role and Responsibilities New Salesforce Hierarchy

Restriction of Access
Head of
Restricting samples, • Create new IDN facing roles Customer • Execution of programs sales and
gifts, meeting doctors • Use non-traditional venues Services • Distribution marketing

• Medical inquiries Health Research and

Reduced Prescription of Branded Drugs
Medical • Economics development
Medical programs
Affairs Brand Manager
3-Tiered Prescription • Develop Value Dossiers
coverage, • Identify key Stakeholders
Comparative • Adopt new Sales Force Mix Public • Activities with public agencies
Affairs Patient Key Account Specialist
Effectiveness Research, • Hybrid and Account Executive communication Manager Care
Patent expirations • Reimbursement inputs manager (KAM) Advisor
Market • Aligns on-tendering
Meet Changing Sales Dynamics Access
• Develop value dossiers
Changing healthcare • Hospital strategy Real world Evidence
customer segments and • Portfolio approach Marketing • Input on brand strategy
emerging new key • Expand Product Portfolio Knowledge
decision makers Contracts Geo-Targeted
• Negotiate rebates and discounts Management Area field Team Insights
and • Regulatory support System
Pricing
Drug/Service Across Continuum of Care
Area Field • Conducts detailing
Requirement of Pharma • Evidence based data Team • Aligns with key HCPs
to improve their • Alliance for Clinical Trials Tap Key opinion Using area-zip code to
relationships with IDN • Alliances with PBMs leaders with evidence analyse the highest
from successful rollout lung-disease occurring
in Southern region area across LHMs
 Leveraging new customer relationship
Identifying the Key Potential Target for Formulary Access

Real world evidence

Type of consolidation Payer Structure Usage of generic

• Physician Led • Internal like IPPN medicines (Vixilant)
• Hospital led • External Provider

• Potential targets for

Field rep insights
• Internal data
• Publically available data
formulary access
Regions high in lung related Level of integration among
disease propensity various stakeholders

Health Economics and

Recommendations Outcomes Research

Knowledge management
system that compare
features of Povinex
vis-à-vis its competitors
Comparison would be in
terms of use-cases, utility
and efficacy
Prescriptive Analytics tool
to identify patients at risk
from side effects in real
time
Patient’s prescription fill
history and hospital
admission and discharge
data, to help prevent
negative health outcomes
Collect real time data about
drug’s efficacy in the
southern states
Use this data to leverage
the real world evidence of
the drug’s effectiveness and
lack of side effect in IDN
dominated west and
eastern states
Join hands with stakeholders
and assume responsibility in
spreading awareness
regarding the disease
Propagate Povinex’s role in
providing long term
sustainable patient outcomes.
Thereby reducing hospital
readmission rates
 Metrics, Road Ahead and Organizational Buy-in Process
Metrics Road Ahead:
Redesign Doubles Drive Innovation
the Economic Value of Products

Patient Access
• Increase in access- formulary, CPOE
Organizational Effectiveness
• Account Planning
• Customer Relationship
• Collaborations in play

Results
Strategic Cost
Collaborations and Fully Integrated Time Risk Net Price
Potential Areas of Engagement
Design evidence generation for • Patient Instruction / Support materials
customer value at the outset • At home co-pays/affordability
• Consumer technologies for home monitoring
Use predictive analytics and
RWE wherever possible, rather • Outcomes measurement in greater detail
than RCTs • Nurse education/support for deployed nurses
• Physician engagement led ACOs
Over 92% of health systems are willing to collaborate with
Optimize the design of RCTs
~2x
the industry to improve the process of care delivery
with advanced analytics • Developing value-enhancing patient Economic
services,

Triple-Aim Improvement
• Health Care Resource Utilization
Savings attributable to brand
• Time from Dx to 1st fill / adherence
• Defined outcomes performance
• Patient satisfaction improvement
• Brand Specific Metrics
Automate trial execution and
identification of patients for
trials
Manage patient journeys and
drive personalized value by
sharing tools with customers
Impact at Scale
Organizational Buy-in with different Stakeholders
Engaging Payers
such as compliance management programs
Value
supported by nurses, or telephone hotline
• Payers need to understand the value of the
medicines they are reimbursing, so there is
should be a better data sharing
• Working with Payers to address market access,
pricing, and reimbursement
20-30% 25-45% 5-20% 1-5%

Customer Relationship
• Expansion with C/D levels
Isolate the problem “Inviting in the Cost-Benefit Analysis, Communication Do a “full swing
• Collaborations in play and document a Lions”: Assemble Sales metrics: Quota needs to be program
• Involvement in care process clear concise vision a cross- Attainment and its frequent and execution”:
statement to begin departmental Distribution, Win/Loss very clear to Carry the
planning/innovation to socialize the idea team for a diverse Rates, Time To Ramp, summarize initiative across
with stakeholders set of opinions Customer Facing Selling progress and the finish line
• Adoption of content/services Time next steps.