LEADING RX BRANDS: DEMONSTRATING LEADERSHIP · LEADING RX BRANDS: DEMONSTRATING LEADERSHIP IPSOS’ RESPONSE TO COVID-19 MAY 2020 ... With over 26 million people in the US filing

LEADING RX BRANDS: DEMONSTRATING LEADERSHIPIPSOS’ RESPONSE TO COVID-19

MAY 2020© Ipsos 2020

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Consideration #1: HCP support

Our approach

Consideration #2: Supply chain

Consideration #3: Revamped comms

About Ipsos

Summary

All data cited drawn from Ipsos’ study – COVID-19: Impact on HCP practices study (April 2020)

RESPONSE TO COVID-19 FOR LEADING PHARMACEUTICAL PRODUCTS

Situation analysis

As COVID-19 continues to disrupt traditional care norms, major pharmaceutical products have an unprecedented opportunity to define new market dynamics and demonstrate population health leadership in this time of crisis.

Social distancing policies have led to reduced access to physicians for all healthcare manufacturers. Rep visits are drastically decreasing in frequency, going from an average of 16 per month down to just one*.

And 38% of practitioners have eliminated seeing reps altogether, though 62% of physicians are now allowing for online or e-detailing to facilitate rep visits.

As a trusted brand of both HCPs and patients, leading products must now shift focus in these interactions to reflect their understanding of the hardships of these stakeholders and showcase their committed partnership.

In addition, these leading products must be prepared to meet changes in consumer demand. With physicians even more likely to utilize familiar products in these changing times, supply chain management will be crucial to further cementing brand equity.

Retaining leadership in this new world order means embracing social responsibility and leading by example through decision-making, communication and behavior. How will you and your brand adapt?

Situation analysisHow should leaders adapt to a changing market?

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Situation analysis




About Ipsos

Summary



Our approach

These three simple considerations will help to inform and enhance your COVID-19 response:

Maximizing HCP supportWhat are the concerns of providers, beyond the parameters that encompass your product (i.e. PPE, staff support, etc.)? What steps should be taken to emphasize and improve provider support systems?

Supply chain considerationsHave you evaluated your supply chain to ensure customers will not be concerned about demand shortages?

Revamped HCP and patient communicationsHow should communications be realigned to showcase social responsibility and address the current needs and stressors of healthcare systems, providers and patients?

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Situation analysis

Our approach



About Ipsos

Summary




Consideration #1: Maximizing HCP supportAs practice and patient economics are heavily impacted by the pandemic, leading brands have the opportunity to showcase a healthcare-first focus through support systemsLeading pharmaceutical brands have risen in their markets through the high utilization of their products, but now is a moment where focusing on revenues and business as usual may result in a negative brand image. Prioritizing access and continuation of care, while ensuring healthcare needs are met, must be a priority for established brands to demonstrate leadership and instill confidence.

Support systems, for both patients and HCPs, will be critical. This includes driving awareness of existing systems, as 81% of patients don’t realize products they are utilizing have patient support programs. With changing access dynamics, 75% of HCPs report patients are now having difficulty accessing medication.

To facilitate patient access, 40% of HCPs who are seeing reps are agreeing to e-details just so that they can acquire additional product samples. With over 26 million people in the US filing for unemployment since mid-March, and that figure expected to grow, continuation of care is critical now more than ever.

Evaluating the key support systems that can be implemented or improved, for both physicians and consumers, will promote brand equity, ingratiate further trust amongst stakeholders in the treatment value chain and position the brand for continued success moving forward. This goes beyond product-focused support: HCPs are trying to adapt to new practice realities, which may impact staffing, stock of medicine and PPE as well as billing and reimbursement. Some manufacturers have already begun implementing these sorts of support programs. How will leading brands adapt?

81% of patients are unaware of patient support and access services- Accenture, CSI State of Specialty Pharmacy Report

81%

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Situation analysis


Our approach


About Ipsos

Summary



As countries around the world implement social distancing policies, supply chains of pharmaceutical products will be affected. Pharmaceutical market leaders, as trusted brands that physicians rely upon, may see changes in demand as practitioners are less likely to try new products. That being the case, physicians may be more willing to start or switch patients to an established product. In addition to changes in physician-driven demand, some manufacturers may be revamping their pricing and access practices to facilitate care – but how will these sorts of changes impact the supply chain?

A robust supply chain analysis will be necessary to determine the potential impact of the pandemic on reagent supply, manufacturing and distribution channels. If potential gap areas are discovered, proactive messaging to HCP partners will be crucial to mitigate any impact on brand equity.

Through this analysis, leading pharmaceutical products may find they are well positioned to assist in supply chain issues of the product category. While capitalizing on potential competitors’ shortcomings could be a viable strategy, products with strong supply chain management may also have the opportunity to generate good will and brand strength through collaborative initiatives.


Consideration #2: Supply chain considerationsWith supply chains around the world facing various levels of impact, market leaders must ensure their ability to meet demand

Key supply chain considerations:• Is the supply chain intact?• What are the weak points in the supply chain, from manufacturing to the patient?• Can the supply chain adapt to anticipated changes in demand?• Could partnerships and initiatives of supply chain excellence be leveraged to

generate brand equity?

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Situation analysis


Our approach


About Ipsos

Summary




Consideration #3: Revamped HCP and patient communicationsShifting messaging focus to appropriately reflect your understanding of changing market dynamics will be crucial to demonstrating leadershipTop pharmaceutical products are positioned as market leaders. Trusted brands that both physicians and patients are familiar with, and for physicians, products that they will feel comfortable using without having to change prescribing habits. HCPs who are still seeing reps for detailing purposes reported that they learned no new information in 84% of their interactions with sales reps. With time as such a scarce resource for practitioners right now, the core communications for these companies should shift from the traditional focus on sales to a holistic view on supporting practices.

In addition, these brands must also develop proactive messaging regarding the impact of COVID-19 on their product. This can include addressing potential supply chain issues, including a robust analysis of adverse reactions that may increase due to the pandemic and emphasizing available support programs. The key here will be showcasing that the company and brand are a partner in healthcare delivery, looking to support providers, not sell to them.

It will also be crucial to appropriately assess the preferred channels for these stakeholders. For example, many of the traditional channels utilized by pharmaceutical manufacturers for detailing have been suspended. Practitioners now prefer written digital communications and phone and video calls with sales reps for detailing purposes. Meeting physicians where they are is now more important than ever.

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Situation analysis


Our approach



About Ipsos



Summary

Let’s start the conversation!Reach out to your Ipsos account contact or Jim McDermott, SVP, Commercial Strategy, [email protected]

Summary

Maximizing HCP support• Analyze what tools and systems are necessary for physicians, and therefore patients, to have continuation of care• Develop or improve HCP support systems to facilitate management of as many patients as possible, as access to

providers is limited

Supply chain considerations• Analyze potential gaps and areas impacted by COVID-19 and develop proactive messaging regarding any potential impacts• Develop initiatives to support products in categories that may be more heavily impacted, generating good will• Anticipate how changes in product demand may impact supply chain considerations

Revamped HCP and patient communications• Understand messaging priorities for stakeholders throughout the treatment value chain• Evaluate new channels for revamped messaging, particularly with provider constituents

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Situation analysis


Our approach



About Ipsos



Summary

Scenario planning for now and next: Signaling for recovery

DEFINING THE UNCERTAINTY DETAILING THE IMPLICATIONS DEVELOPING THE STRATEGY

STAGE 1Leverage Ipsos’ Econometric and Health Indicators dashboard to zoom into a specific locality for hyper-local data to assess:• Consumer mobility/F2F and digital

purchasing behaviors

• Concentration of individuals visiting local health care facilities

• Information-seeking search results

• Social intelligence on local adaptation

• Perceptions/awareness/disinformation regarding reopening

STAGE 2Recruit HCPs and patients, either as ongoing advisory panels or as a single pulse, to provide direct insights from your target customers.

This data will be integrated with the dashboard data to provide specific therapeutic area intelligence that informs your scenario planning and RE-ENTRY ROADMAP

STAGE 3Mine Econometric and Health Indicators data & HCP and patient research to conduct Scenario Planning for what comes next by evaluating the specific context surrounding:• The product and portfolio

• Practice dynamics

• Supply chain considerations

• HCP receptivity

• Access and support

STAGE 4• Develop your scenario-specific

RE-ENTRY ROADMAP

– Revise competitive landscape

– Re-engineer strategic plan to include some or all of the following: Forecasting, segmentation/market map, customer journey, messaging (digital and personal) and geo-targeted sales strategy

– Assess promotional mix

– Timing personal promotion re-engagement

Let’s start the conversation!Reach out to your Ipsos account contact or Jim McDermott, SVP, Commercial Strategy, [email protected]

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Situation analysis


Our approach



Summary



About Ipsos

Ipsos Advisory Services is a team of seasoned professionals who are experienced business leaders, all of whom have extensive experience in the life sciences industry and life sciences consulting. Having worked for medical device, pharmaceutical and biotech companies, as well as some of the world’s leading strategy consulting firms, our team assists clients in solving their most pressing strategic issues. We look forward to supporting you during this time of extreme uncertainty.

Some of our Senior Leaders and their specific expertise

Jim McDermottCommercial Strategy, Market

Access and [email protected]

Francine FramDemand Assessments,

Forecasting and Corporate [email protected]

Nimit BansalBrand Strategy, Consumer Strategy, Portfolio [email protected]

D’Arcy King, Ph.D.Brand Strategy, Promotion

Strategy, Behavioral [email protected]

About Ipsos Advisory Services

Ipsos North America interviewed n=311 participants online, only in the US. All participants were HCPs who spent at least 75% of time in patient care, allowed sales reps in office prior to COVID-19 and participated in at least 1 e-detail in the past two weeks. HCPs included in the sample were: Allergists n=29, Rheumatologists n=24, Neurologists n=50, Psychiatrists n=50, Endocrinologists n=40, PCPs n=50, Dermatologists n=25, Oncologists n=43. E-detail in the study was defined as “any non-personal interaction with a pharmaceutical sales representative or company, such as a telephone call, videoconference (Skype/FaceTime), online video, etc.”. Each HCP assessed up to 3 recent e-details, resulting in 642 e-details being evaluated. Fieldwork took place between March 26th, 2020 to April 2nd, 2020.

About the Ipsos survey – COVID-19: Impact on HCP practices (April 2020)

About the Ipsos Healthcare Service LineIpsos’ Healthcare Service Line partners with pharmaceutical, biotech and medical device manufacturers to inspire better healthcare. Operating in 50+ markets, our 1,000+ experts support key business decisions for our clients throughout the commercial lifecycle, from early-stage strategy, to launch, to performance optimization. We do this through a uniquely integrated combination of therapeutic and market expertise, gold standard real-world evidence and market-leading custom research approaches—all underpinned by a global footprint and unprecedented access to today’s healthcare stakeholders.

www.ipsos.com

Ipsos Healthcare

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Watch the full on-demand webinar for more detail and commentary on this COVID HCP research at https://bit.ly/2xXTIvk

Documents

LEADING RX BRANDS: DEMONSTRATING LEADERSHIP · LEADING RX BRANDS: DEMONSTRATING LEADERSHIP IPSOS’ RESPONSE TO COVID-19 MAY 2020 ... With over 26 million people in the US filing