Ears constantly to the ground.
Fingers always on the pulse.
Latest news and thought leadership
The latest from Deallus pharmaceutical and life science industry experts
Jonas gives a keynote speech about strategic intelligence in the current healthcare landscape at PharmaCiMi EU 2019.
Richard Withers, Founder, Returns to Deallus Deallus is excited to announce that Richard Withers, our original Founder, is back in the Deallus fold, working with us as a strategic advisor. Richard founded Deallus in 2004 and brings a strong military intelligence background to the life sciences consulting world. He was essential in forming our original vision around the value that CI could bring to pharmaceutical clients. As a strategic advisor to Deallus he will work closely with our new CEO, Peter Hempshall, and the rest of the Deallus leadership team to ensure that we continue [...]
Gene therapy through different lenses Author Nikta Jaberzadeh, Senior Associate, Deallus After decades of clinical research and numerous setbacks, the promise of gene therapy is now much more than a glimmering hope on the horizon. Gene therapy is poised to revolutionize medicine as it presents the opportunity to remove or change the content of an individual’s genetic code in order to potentially treat or cure disease.  This is especially meaningful for those suffering from life-threatening monogenic diseases that appear at birth or begin to manifest within the first few [...]
Deallus excited to announce Peter Hempshall as new CEO Peter is a senior executive with over fifteen years of consulting and leadership experience in the healthcare sector. Prior to Deallus, Peter worked in senior roles within companies such as Decision Resources Group, PAREXEL and IMS Consulting (now IQVIA). As a consultant, he has worked with numerous pharmaceutical and biotech companies to develop and support their market access and commercial strategies. And as a leader of several healthcare consulting businesses, Peter is adept at identifying ways to better serve his clients, either by enhancing current services [...]
The rise of the head to head trial Author Michael Blom, Principal The pharma landscape is an ever-roiling ocean, with new trends constantly making new waves and tossing the industry onto a new course. Today an industry game-changer is beginning to break the surface and is being used to generate influential comparative evidence. It is the head to head trial - and it is proving to be a powerful mechanism for the testing of competitive medicines. A tactic for those already on the market who are eager to expand their market share, it [...]
A refreshed look for Deallus Evolution in the face of growth Managing the consequences of change in an ever-changing world is an ongoing challenge for all successful organisations. And, as our clients’ needs have grown and developed over time, so has our company, our leadership structure, our global reach and the impressive competitive intelligence and strategic intelligence capabilities we offer. These changes are reflected in our newly refreshed Deallus visual identity and the new strategic services we offer. Of course, and as the proverb states, the more things change, the more they stay the same. [...]
Featured white papers and thought leadership
The latest from Deallus pharmaceutical and life science industry experts
COPAY ACCUMULATOR PROGRAMS & PHARMA: WHAT’S NEXT?
A closer look at CAPs and how they might affect your brand
Dynamics between pharma and the market-based healthcare sector it serves have invariably been complex, with one of the biggest drivers of that complexity being effective management of patient demand and payer systems. And over time, payer business models are becoming increasingly convoluted.
The newest stratagem in this push and pull is the copay accumulator program, or CAP. First introduced in 2018, these programs are now rapidly being rolled out by payers, with data showing that nearly one-third of commercially insured patients are now directly impacted by CAPs – enrolled either in plans that have implemented copay accumulator adjustment or closely-related copay maximizers.
The CAP, with its differing and confusing scopes of application, is one more contour to successfully navigate when attempting to balance clinical and economic value in product development and commercialization decisions.
STRATEGIC WORKSHOPS SUPPORTING PHARMA’S FUTURE
How to deliver the degree of holistic and objective understanding that today’s market demands
For any company seeking success, strategic intelligence is crucial. For the pharma industry, the questions surrounding how to win have become increasingly complex, and the answers even more so. Distilling and prioritising the information crucial to strategy-formation can appear a labrynthine task.
So how do you deliver the degree of holistic – and objective – understanding that today’s circuitous market demands? Should you challenge your existing business model? And how can you prepare for the next disruption?
Breakthrough thinking, we’ve seen, lies in the prioritization of a full Strategic Preparedness Workshop (SPW). The SPW goes far beyond traditional pharma workshops that assess one or a few competitors or helps to clarify the path to an already clear-cut goal.
COMPETITIVE INTELLIGENCE IN AN AGILE WORLD
Adapting intelligence functions to an increasingly complex pharma landscape
This thought piece explores the concept of agile working for the pharma world, delving into the opportunities and challenges that arise for CI teams and managers as working environments adapt to find success in a more dynamic, uncertain, and fast-paced environment.
If agile is the answer, what is the question?
At the heart of pharma stands the monolith that is the clinical trial protocol: three phases; strict regulations governing every aspect of each; enormous quantities of clinical study report data to be captured and translated into coherence. This is the template that pharmaceutical companies have incorporated into every aspect of their decision-making process. Upon these three cascading phased tiers are all pharma workflow decisions made. This structure is immutable, and pharma companies monkey with it at their peril.
Except… recent guidance from the FDA practically begs them to monkey with it.
PURCHASING A PIPELINE
Perils, pitfalls, and priorities in asset acquisition
Checkpoint inhibitors. Genetic therapies. Biomarker therapies. To hear big pharma tell it, we are living in an age of medical wonders. The problem? In some patients, they make a huge difference. In others, they don’t work at all.
From a bench-science standpoint, that’s fascinating. But if you’re a pharmaceutical executive thinking seriously about pipeline asset acquisition, translating large-molecule science into high-profit marketability is fraught with complexity.
In this White Paper, we will look at new and changing trends in pipeline acquisition, discuss difficulties inherent in the current marketplace, and offer worthwhile perspectives on pitfalls and opportunities based on our experience offering strategic guidance to pharmaceutical companies on a global scale.
THE THREE A‘S OF LAUNCH READINESS
Strategizing for success
Getting a drug from bench to launch takes an average of 12 years and $1.5 billion. Given responsible guardianship and the careful promotion to be expected at that level of investment, it should come as a surprise when any drug falls flat at launch. But it doesn’t – drug launch failures happen more frequently than pharma companies care to admit. And when launches fail, the rationalizations begin: Bad luck. Bad timetables. Unforeseen complications. Unforeseeable competition. The messaging underwhelmed the target audiences. The drug costs overwhelmed the messaging. The drug overpromised, the drug underperformed….
Any and all of these may be true. But, when each case is scrutinized individually, the evidence usually points to one of three problems: the pharma brand managers and their teams did not anticipate their own overconfidence or the moves of their competitors, they did not adapt their strategies to new market conditions as they arose, or they did not align their strategy and implementation plans across functions and geographies.
Anticipate, Adapt and Align – the three A’s of successful launch strategy. To understand and implement them require more than sending out an email meeting request and marking off a block of squares on a Gantt chart. It takes strategic vision, a holistic understanding of every vagary of the marketplace, and a forthright and ruthlessly honest assessment of both the product being launched and the competitive space it is meant to occupy.
DISRUPTION HAS HIT PHARMA
Strategic intelligence for a fiercely competitive marketplace
Jonas Pedersèn, CEO
In the pharmaceutical industry, change has long been known as the only constant. But the last few years have seen the industry challenged and reshaped by drastic internal disruption and external paradigm shifts. The increasing adoption of health economics and outcomes research (HEOR) into payer decision-making means that efficacy and safety alone are no longer enough to launch even the most straightforward small-molecule drug directly to profit. The rise of biologicals, biomarker-targeted drugs, gene-specific medications, and immune checkpoint inhibitors have provided breakthrough therapies potentially benefitting millions.
At the same time, insurance to cover these drugs is chaotic in some countries, rigidly stratified by government fiat in some, and nonexistent in others.
This paper looks at key changes in the pharma landscape through the lens of strategic intelligence, and considers how this powerful tool can help pharma stakeholders grasp the full picture of the competitive environment they intend to enter.
ASIAN PRICING AND REIMBURSEMENT
How to compete and succeed in a rapidly changing market
Ju Hyoung Lim, MSc, Ph.D.
Growing major trends are emerging across Asian healthcare markets. Rising incomes, increased government healthcare expenditure, higher life expectancies and a surge of chronic illnesses are boosting the demand for pharmaceutical products and services in the region. This sea of change is also being driven by multiple factors including government healthcare reforms, increasing Universal Health Coverage (UHC), the rise of private financing and heavy promotion of the generic market.
This offers a significant opportunity both for established pharmaceutical companies in the region who wish to continue to thrive and for those considering entering the Asian market. However, it also presents a unique set of regional challenges and commercial success will be dependent on understanding the complexities of the Asian pricing and reimbursement environment.
We take a look at the emerging trends across Asian healthcare systems and the implications for the industry.
ASIA MARKET ENTRY
Opportunities & Challenges
Anousha Kamvari, Ph.D.
A continent of extremes, with great potential for growth. Asia is a continent of diversity. Geographically large, the assortment of cultures, people, disease profiles, and healthcare systems added to the juxtaposition of extreme wealth and extreme poverty, emphasises the many challenges faced by the pharmaceutical companies when thinking of entering Asia. Countries such as Russia, India and China have traditionally been considered the key players in emerging markets. However, vigorous economic growth, government healthcare reforms, population growth, increasing per capita income and changing disease profiles have led to a greater demand for healthcare and pharmaceuticals across other markets in the continent – nowhere more so than the 10 countries that comprise the Association of Southeast Asian Nations (ASEAN) – Indonesia, Malaysia, Philippines, Singapore, Thailand, Brunei, Myanmar, Cambodia, Laos, and Vietnam.
Due to their complexity, the emerging markets within Asia should be considered as ‘New Markets’ that require a bespoke business approach.
Deallus case studies
The latest case studies from Deallus pharmaceutical and life science industry experts
*Company and drug names have been changed for confidentiality purposes in each case study.
COMPETITIVE SIMULATION STRATEGY
This case study explores a launch scenario in which we put a unique spin on the traditional competitive simulation approach for our client. Client X* was a small biotech firm with an asset that had completed Phase 3 development and was in the Pre-NDA submission stage. However, our client’s asset was predicted to launch approximately three to six months after a competitor’s asset.
Their asset was in the hematology disease area, which hadn’t seen an approved product in decades, and was on an accelerated approval pathway about one year from launch. Their competitor was a big pharma company, Z-Pharma, also with an asset out of Phase 3 development and a few months ahead of Client X in the Pre-NDA submission stage. Whilst these two assets had different RoAs and MoAs, our client was facing a situation in which two products were to be approved for the same disease area within a very short window, and our client’s asset would be the 2nd to market.
LAUNCHING FOR SUCCESS
The client, PharmaA*, was a small-to medium-sized pharmaceutical company. PharmaA had a limited development pipeline and was in the process of launching their first product, an orphan drug, AX, for treating a rare disease.
The drug was the first and only approved therapy for the indication in Europe and Canada and was pending approval in the US. AX was already commercially available in a few European countries and PharmaA was preparing to launch in the remaining European markets. Being the only available treatment currently in the market, AX had high revenue potential.
PharmaA planned to sequentially launch AX in the remaining European markets. However, they were a relatively small organisation with no prior knowledge of the competitive environment, and no standardised launch planning process or procedures. The client engaged Deallus to help them understand their competitive landscape, streamline launch efforts across all European markets, and stress test and revise their launch planning strategies into the new markets.
The client, PharmaA*, was a medium-sized pharmaceutical company with a market cap of £3 billion. The client was interested in launching an antibiotic asset, AX, for treating pathogens with limited treatment options in Central and Southern Europe, as well as the Middle East.
AX is a particularly strong candidate for commercialisation due to its novelty in tackling multi-resistant antibiotic pathogens and the extremely high unmet demands in the targeted regions.
The client engaged Deallus to work with their business intelligence manager for Europe, the Middle East and Africa (EMEA) region to evaluate the commercial value of the asset and to advise on the best route to commercialisation (i.e. whether to operate in those regions, and if yes, how best to go about it).
Come and see us
Information on events where we are attending, sponsoring or exhibiting
Exhibitors at PharmaCI Asia
December 5-6, 2019
Singapore, Southeast Asia
Exhibitors at PharmaCI Europe
Dates & Location to be confirmed