PHARMACEUTICAL MARKETING STRATEGY 2020

REPRESENTED BY : SABYASACHI SARKAR 7th Semester, 4th year(B.PHARM)

Under guidance of- Prof. Dr. Jayanta ChattopadhyayBENGAL SCHOOL OF

TECHNOLOGY,HOOGLY,712102

INTRODUCTION

The 2015 is coming to an end and at this juncture we are trying to guess what will be the pharmaceutical marketing scenario in 2020:-

Seven major trends reshaping the pharmaceutical market place:-

1. The burden of chronic disease is soaring.

2. Healthcare policy-makers and payers are increasingly mandating or influencing what doctors can prescribe.

3. Pay-for-performance is on the rise.

4. The boundaries between different forms of healthcare are blurring.

5. The markets of the developing world,where demand for medicines is likely to grow most rapidly over the next 5 years, are highly varied.

6. Many governments are beginning to focus on prevention rather than treatment, although they are not yet investing very much in pre-emptive measures.

7. The regulators are becoming more risk-averse.

The healthcare landscape in 2020

TodayPatient + Prescription = payment

2020 Patient + Prescription + Outcome Medicine works/does not work Medicine is safe/unsafe Specified populations in which medicine works and is safe =Payment based performance

Recognise the interdependence of the pharmaceutical and healthcare value chains

The pharmaceutical value chain Raising of finance Research(via the capital markets) (Target identification,synthesis &screening of molecule,in vitro and in vivo testing,initial testing in man) Manufacturing Development& Distribution (clinical trials,submission of (Process development, new drug application to regulators)scale-up,commercialproduction,shipping to warehouse) Marketing & Sales (Development of promotional materials, detailing,account& brand management)

Raising of Finance Provision of Cover (Through premiums, taxes or (Analysis of population at risk,out-of-pocket payments) administrative services etc.)

Medical Services Management Bill payment (Practice guidelines,clinical guidance, (Reference management, pharmacoeconomic evaluations, monitoring & payment offormularies etc.) healthcare providers’ bills)

The healthcare payer value chain

Analysis of population at risk Prevention (Epidemiological studies) (vaccinations,healthc- are, advice etc) Secondary & tertiary care Primary (Diagnosis,treatment, (Diagnosis & treatment of Serious illnesses,major surgery, minor surgery)Emergency services,hospital care)

Long-Term care (Disease management, nursing care at home,in nursing homes & hospices)

The healthcare provider value chain

Investing in the development of medicines the market wants to buy

Pharmaceutical company needs to work much more closely with healthcare payers and providers is in determining the sort of medicines the market actually wants to buy.

The stakeholders who each play a key role in deciding whether a medicine is innovative

Researcher

InvestorRegulator

Payer

Provider

Patient

Regulator

Forming a web of alliances to offer supporting services

The development of medicines the market actually wants to buy will not be enough, though. By 2020,pharmaceutical companies will need to offer a suite of supporting services for the treatments they launch.

A few companies have already paired upto develop complementary therapies and diagnostics, one of the best known examples being ( Genentech’s partnership with “DAKO” to devise a test for identifying which patients with breast cancer can benefit from Herceptin. )

One firm that has already gone some way down this road is “Baxter Health care”,which offers a range of services for patients suffering from renal failure.(a network of nurse home delivery survice for dialysis)

“Novo Nordisk “ has gone even further in its quest to “defeat diabetes”. the company launched a global initiative , in conjunction with the International Diabetes Federation to improve the diagnosis and treatment of the disease.

“Medtronic” recently launched a wireless monitoring service for patients with cardiac disease, which enables them to send data from their implanted devices directly to their doctors

Developing a plan for marketing and selling specialist therapies

Cancer Alpha-1 Proteinase Inhibitor Deficiency Pulmonary Arterial Hypertension Haemophilia Fabry’s Disease Gaucher’s Disease “Bubble Boy” Syndrome 0 100000 200000 300000 400000Average Price in US dollars

Creating a culture that is suitable for marketing specialist healthcare packages

• Researchers who are as capable of considering commercial imperatives like pricing and sales as they are of considering scientific issues like safety and efficacy.

• Manufacturing experts who can manage the complex processes required to produce large molecules and drug-device combinations that amalgamate different scientific disciplines.

• Health economists who can adviseon the pricing and reimbursement of new medicines, and provide input into the design of clinical trials for candidate molecules.

• Key account managers who can negotiate with increasingly powerful healthcare payers and pharmacoeconomic assessment agencies.

• Disease management specialists with a profound understanding of how to help patients through the disease lifecycle.

Types of sites give health information( speakers visit)

Creating a marketing and sales function that is fitfor the future

This function will be organised around brands

Head of marketing &sales

Global Brand Managerfor Therapeutic Area

(Research &Development) Brand Manager Helth economics

Key Account manager

Specialist care adviser

Patient communication

offer

Conclusion:-

In Indian scenario e-ordering/phone ordering and door delivery have already started.

The urban new generation of Patient’s/Doctors is expected to become computer savvy and e-prescribing and e-ordering from android mobile using APPs are expected to gain momentum.

A price comparison and efficiency comparison of different brands before actual purchase may be insisted by the patient .

In India it is expected the transition from traditional purchase pattern may be slow initially but expected to sky rocket once the economic benefits are visible.

Thus pharmamajors have already started e-marketing initiatives and patient centric initiatives and it is expected such initiatives are going to grow every year and smart SME (small and medium enterprises) will also take up the strategy may be at lower pace initially But ultimately no body can afford to stay away from the electronic age

REFERENCES:-

1.PricewaterhouseCoopers, “Pharma 2020: The vision – Which path will you take”2.World Health Organisation, Sixtieth World Health Assembly, “Progress in the rational use of medicines”3.IMS Intelligence.360 (2015) and PricewaterhouseCoopers analysis4. Novo Nordisk, “Our Vision”, http://www.novonordisk.co.uk/documents/article_page/document/about_us_vision.asp5. IMS, “Intelligence.360: Global Pharmaceutical Perspectives, 2015.6. US Generic Pharmaceutical Association, “Statistics”, http://www.gphaonline.org/Content/NavigationMenu/AboutGenerics/Statistics/default.htm;European Generic Medicines Association, “Generic Medicines in Europe”, http://www.egagenerics.com/gen-geneurope.htm 7. For further information on these services, see https://www.23andme.com http://www.decodeme.com/; and http://www.navigenics.com/