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.