Your Challenges

Value Propositions & Partnerships

Strategic decisions

To benefit from the move to value-based health care, organizations need to adjust their value propositions and forge powerful partnerships:

UNDERSTAND WHAT DRIVES VALUE AND BEHAVIOR FOR KEY STAKEHOLDERS

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Why is action needed?

  • Within disrupting health care systems, an in-depth understanding of what value means from the perspectives of a broadening spectrum of stakeholders is driving commercial success
  • Increasingly, there will be financial incentives for HCP’s to collaborate within integrated delivery networks, contain costs while meeting performance standards based on quality of care
  • Informing early-stage development decision making is crucial for shaping solutions that contribute to more effective and efficient health care

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What will be value to the patients, providers, and payers in 5-10 years?

  • Do your R&D, medical, marketing, and market access teams understand the disruptions which are already underway in the health care systems?
  • Can they anticipate how science advances, technological innovation, health reforms, emergence of integrated providers, adoption of new reimbursement schemes and competition are likely to impact the disease management paradigm?
  • Do your teams have an a thorough understanding of the current and potential transformation of the patient journey?
  • Can you evaluate the individual and economic consequences of suboptimal patient journey and deficiencies in the care delivery?
  • Do your teams understand how the points of leverage that could positively influence patient and economic outcomes?
  • Can they clarify what patients and other stakeholders want to accomplish, what factors drive the behaviors that influence outcomes?
  • Can they subsequently define what value means for them?
  • Can they anticipate the roles and decision criteria of stakeholders in the “buying” process?

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How we can help

  • Explore what value will look like for stakeholders in, for example, 5-10 years from now and how it will be rewarded
  • Provide a comprehensive framework to map patient journeys, and highlight stakeholders’ aspirations, wants, unmet needs
  • Leverage qualitative and quantitative insights and identify the most attractive market opportunities, levers to activate, and behaviors to drive

PRIORITIZE TARGET MARKET OPPORTUNITIES

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Why is action needed?

  • Regardless of the products or services your company may envision offering, figuring out the target segments for which differential value relative to competitors can be provided has a vital role to play in securing long-term success
  • To benefit from the move to value-based health care, organizations need to revisit the way markets are defined and segmented in light of a better understanding of root causes of diseases, evolving expectations of customers, technology enablers and shifting basis for competition

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What sets of customers should you invest in?

  • Have your cross-functional teams adopted the appropriate forward-thinking approach to define optimal target markets ?
  • Do they use the relevant analytical framework to evaluate the relative attractiveness of segments?
  • What additional value relative to competition can your organization deliver to customers in target markets?
  • Can your organization leverage the right assets, capabilities and ecosystem to commercialize product/service offerings that meet the target segments’ needs and offer a sustainable competitive advantage?
  • Can you properly assess the likely size and growth potential of market opportunities enabled by the delivery of the desired value attributes?
  • Will the successful pursuit of an opportunity open the door to more opportunities?

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How we can help

  • Research the characteristics and needs of the specific patient groups for whom differential individual and economic outcomes can be delivered
  • Explore potential areas for adding value at each step in the patient journey (e.g. precision diagnosis, therapeutic decision-support algorithm, monitoring…)
  • Align cross-functional teams on a strategic segmentation frame, the attractiveness and the priorities of target segments
  • Anticipate the assets, capabilities and ecosystem that are required to create and implement offerings that match the needs in the market

DEVELOP VALUE BASED SOLUTIONS

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Why is action needed?

  • Most influential pharma customers demand for holistic solutions that deliver the best outcomes at sustainable costs
  • Harnessing technologies such as advanced imaging, molecular diagnostics, artificial intelligence, internet of things, analytics, 3D printing and nanotechnology hold the potential to supplement the core product and deliver unique benefits to customers
  • Further improvement in collaboration between your R&D, Medical and Commercial organizations is critical to create market-driven frames of reference for product development to focus on value beyond the relative efficacy and safety benefits

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Can you offer outcomes, not just product?

  • Do your leadership teams recognize that innovation extends beyond product-centricity and into the entire patient experience?
  • Do you explore at an early stage the key moments in the patient journey where an integrated solution, not just product, could advance the standard of care and outperforms the competition on the attributes that matter most to customers?
    • Prevention, early detection and precise diagnosis
    • Predictably effective rules-based therapy
    • Engagement of individuals in taking control of their own health and enhanced adherence to therapy
    • Monitoring and follow-up
  • Can you compare the solution your organization is developing with other solutions being developed for this market ?
  • Can R&D and pipeline marketing teams early align on how best to shape the solution to maximize outcomes?

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How we can help

  • Simulate the strategic fit of products in early stage of development and formulate a value-improvement strategy
  • Drive design of integrated solutions to facilitate the move to more effective, accessible and affordable patient-centered collaborative care
  • Facilitate an aspirational description of how the solution is delivering value to customers to guide a market-oriented definition of the “Target Product Profile” and how research and trials need to be shaped
  • Implement effective cross-functional working practice

CRAFT VALUE PROPOSITIONS THAT RESONATE WITH STAKEHOLDERS’ ESSENTIAL NEEDS

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Why is action needed?

  • Market access with optimal pricing and reimbursement is increasingly determined by the outcomes delivered by the solution to the patient and society overall
  • With growing focus on cost containment, payers are increasingly shifting financial risk on patients, physicians, health care providers and manufacturers
  • Healthcare purchase decision-making, now involving a broader set of stakeholders beyond clinicians, continues to consolidate, concentrating leverage among a smaller number of increasingly powerful buyers

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Can you demonstrate meaningful benefits to stakeholders?

  • Can your teams align with key stakeholders on common definition of value?
  • Have unmet need been effectively established early on?
  • Do key customers appropriately perceive unmet needs and the relative value of your solution on the attributes that most matter to them?
  • Can you effectively communicate the differential value of the solution for the patient and other stakeholders?
  • Can you leverage early exposure of stakeholders to the solution and capture feed-back promptly?
  • What are the data that you need to further substantiate value for patients and other health systems participants?
  • How can your company capture the opportunity to price to the value delivered?
  • Is there a way to create a competitive advantage with your pricing model?

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How we can help

  • Describe how value is delivered through value propositions backed by compelling evidence and tailored to the specific needs of the different customer types
  • Provide tools to enable in-depth value-focused conversations with health authorities, payers and providers
  • Explore outcomes-dependent risk sharing agreement with payers and providers
  • Develop monitoring mechanism to track the impact of market shaping activities on the perception of the solution

ESTABLISH PARTNERSHIPS TO DELIVER HEALTH OUTCOMES

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Why is action needed?

  • As health care systems are moving toward  value-based  pricing, pharmaceutical and device companies compensation will  be increasingly dependent on effective outcomes gained  from an optimal use of their technologies in real setting
  • Developing and implementing holistic solutions to deliver health outcomes will require forging true partnerships with other key stakeholders in the systems of care

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Can you orchestrate or facilitate the emergence of a disruptive health-care ecosystem?

  • Where, from early research through clinical development to commercialization and patient experience should your organization join forces with other parties to drive superior health outcomes for patients and society?
    • Secure access to real-world data and generate scientific insights from them
    • Fully leverage science and technology advances to co-create solutions beyond the product
    • Implement decision-support tools and value-adding processes to deliver the standard of care and secure predictable outcomes
    • Facilitate access to care with the most cost-effective delivery models and venues
  • Can you help align parties on common ground and mechanisms to secure mutual benefits?
  • Can you positively influence the restructuration of interactions and collaborations across the value chain and orchestrate a new value-network that matches the needs in the market?

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How we can help

  • Translate your strategy into collaboration requirements
  • Develop a framework for partnerships that generate value to the different parties (activity mapping, roles, interactions, value and risk bearing-based compensation mechanisms)
  • Forge true partnerships with the best stakeholders to co-develop holistic solutions that deliver superior health outcomes and support the propagation of innovation

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