Health system administrators have long recognised that people and populations are different: a one-size-fits-all approach to healthcare delivery doesn’t maximise patient outcomes. We’re now seeing an accelerating shift towards a ‘devolved’ model, where health authority budgetary control is local and medical interventions are personalised to the local ecosystem. As these models evolve and expand, market access strategies need to embrace change across three key areas.
In this new three part series, we will look in detail at strategic imperatives for localised market access strategies, explore data driven approaches to building a market access strategy, and assess how reframing the value story can deliver better value.
Win-on-the-ground through localised market access strategies
The shift towards greater localisation means pharmaceutical companies need to tailor their access strategies locally, to maximise patient outcomes and commercial value. National access strategies will become increasingly supplemented by local access agreements based on the needs of local populations.
Shape your market access strategy by integrating local data
Crafting a localised and meaningful strategy requires local insights. Accessing data and building capabilities to understand treatment trends, customer preferences and consumer behaviours at a local level is fundamental. Non-traditional data sets (data beyond healthcare utilisation and health outcomes) are increasingly part of the picture. Bringing a more comprehensive understanding of a patient population and the varied behaviours across well-defined population micro-segments can help shape local strategy through meaningful value propositions.
Reframe the narrative to deliver local value
Operating at a local level offers opportunities to identify parameters of value that simply aren’t possible at a national level. The traditional indicators of value deployed at the national level, such as direct clinical and health economic outcomes, will continue to lead to value minimising tactics, such as rebates and discounts. Local healthcare systems that have become more integrated and more invested in the patient’s end-to-end health outcomes are incentivised to consider broader aspects of impact. By solving problems at the community level through medical and social intervention, pharmaceutical companies have an opportunity to reframe the value story, where metrics are more about patient and societal outcomes and less about cost.
In the next article in our health systems market access series, we look at the shift towards greater localisation and how pharmaceutical companies must change access strategies to maximise patient outcomes and commercial value.
To discuss any of the points raised in this blog, please get in touch.
Develop local strategies to win on-the-ground
National market access strategies alone don’t maximise patient outcomes and commercial value. Instead, the industry needs to focus on understanding local barriers to treatment, and partner with local health authorities to shape the delivery of health and drive patient value. Companies that can unlock local opportunities through relevant access solutions can improve patient outcomes in a much more significant way and be rewarded at the same time.
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Shape your strategy with novel local insights
Crafting a successful local strategy requires market access leaders to achieve a more granular understanding of local dynamics such as treatment trends, customer preferences, and consumer behaviours. Integration of non-traditional data sets such as customer product preferences or wellness habits can shed light on localised value drivers and enable localised interventions. These help deliver a collection of better individual patient outcomes, which in turn helps achieve the product's full commercial potential.
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Reframe the narrative to deliver value locally
Traditional indicators of value deployed at the national level, such as direct clinical and health economic outcomes, will continue to lead to value minimising tactics, such as discounts. As healthcare systems shift to integrated care models, they are incentivised to be more invested in the patient’s end-to-end health outcomes. This provides an opportunity for market access leaders to change the conversation with payers and policy-makers and reframe the value story to go beyond ‘costs’ and include broader societal and humanistic outcomes.
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