Friday, March 9, 2012

#PCTUS 2012: Comparative effectiveness and untapped markets

You Ask, They Answer: How Comparative effectiveness research May Impact Drug Pipelines, Innovation and Patient Care— Can Innovation Survive CER?
Moderator: John Lewis, Vice President of Public Affairs, ASSOCIATION OF CLINICAL RESEARCH ORGANIZATIONS
Felix Frueh, PhD, President, Medco
Angela Olstrom, Director Federal Relations, EPILEPSY FOUNDATION
John Doyle, Senior Vice President, QUINTILES CONSULTING

Doyle's job focuses on health economics and outcomes research. He wants the healthcare system to post perform in the US. CE research is a new domain of evidence that Pharma companies should and can develop. What are the payers (Medco), patient sand physician groups asking for in regards to evidence of value. Disconnect in terms of efficacy to the regulator to what can be seen in the real world. Can we now validate the trial findings in the real world? Angela believes that patient centered research shows effectiveness – for the patient it should be more than just the clinical outcome but also to contribute to a better life. Patients and advocates care about cost, but a medication that leads to more freedom in life will the worth more money. Frueh believes it’s important not to miss the point that when looking at cost and medication and who it’s better for, you have to look at both parties. The pill that works for 60% of the population versus the drug that works for 30% of the population isn’t necessarily any different in value.

Capture and Navigate New Markets—Reset your Compass for Business Transformation by Profitably Tackling the Challenge of Entering New Markets, Wherever They Are

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What are the principles for success for companies in transition? The strategy that you have can be a blinder. Business models ossify, to a business model to suit new technology can be difficult to accomplish. Value is often unstated, possibility is not in what has been developed but additional tools that come with the new product. You can ignore the future, but it will come back to prove irrelevance for your company. A great example is Kodak and the digital camera. What makes a company great initially often makes it a downfall in the future. IF a company is complicated, centralized and costly, it's constrained. Wunker draws a parallel to the Pharma industry now to the Kodak/Picture industry in the late 1800s. Wunker points out Walgreens as a company who has successfully overcome stiff competition from their competitors. They made the Pharmacy indispensable by bringing doctors into the facilities, letting pharmacists council patient son their medications, successfully overcoming the challenges brought on by competitors. (Beacons for business model innovation). In a study, 5,0000 innovation had an average return of 4.5%. But 2% of the created over 90% of their cumulative value.

What are some of the things to consider when looking at new markets and clinical trial development: real-world populations (those who are sick, far away), real-world circumstances (adherence), leveraging EMR data in new ways (understand who the population that responds and who doesn't)

Essential clear strategy, reflect strategy in the organizational structure and generate data that shows impact and allows others to replicate programs.

Wunker suggests starting with what company needs in the end, then build from the top down.  He concluded his speech with seven tips to help find markets that are yet to be discovered:

  1. 1) Beware old strategies, business models and value
  2. 2) Break through consumption constraints
  3. 3) Integrate technologies, business models and partnerships
  4. 4) Leverage hidden jewels
  5. 5) Re-frame markets with jobs
  6. 6) Innovate the business model and experience
  7. 7) Focus your efforts through a very clear strategy

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