HE GOLD STANDARD providing broad coverage and incisive analysis of the issues,

events, trends and strategies shaping pharmaceutical business, marketing and sales returns with a robust 2016 lineup designed to meet the needs of our pharmaceutical marketing audience.

The Magazine of Pharmaceutical Business and Marketing • medadnews.com • October 2015 • Volume 34 Number 5 • $100

Company of the Year

Joe Benko, an Army veteran who recently retired after a 40-year career as a draftsman for an engineering company, was diagnosed with hepatitis C after donating blood to a local blood bank. Joe suspects he contracted the virus from a blood transfusion when he was a child, or from vaccinations required during the Vietnam War.After being diagnosed, Joe avoided interferon

treatment in fear of the side e� ects commonly associated with the therapy. At the insistence of his friend and neighbor, a local cardiologist, he went to a liver specialist for a biopsy, which showed the disease had caused mild liver cirrhosis.

Joe’s physician suggested a newly approved treatment called Harvoni that could potentially o� er a better chance of being cured and, after a few weeks of treatment, his viral load dropped dramatically. Three months after completing therapy, the virus was undetectable in Joe’s blood, meaning he was cured.

TOP 50 PHARMACEUTICAL COMPANIES

2016 MEDIA KITmk16

PRINT • ONLINE • EMAIL DELIVERED • LIVE EVENT

T

To an industry insider who magi-cally fell asleep in 2010 and woke up as the ball dropped in Times Square to ring in 2015, the pharmaceutical industry

might be nearly unrecognizable. Five years ago the Aff ordable Care Act had just been passed and signed by the president; today its consequences have fl owed out in all directions, transforming the way healthcare is provided and paid for. Five years ago mobile web was just catching on; today it accounts for more than 60 percent of web traffi c. The pharmaceuti-cal executive of fi ve years ago would be overwhelmed by all the new audiences, new decision makers, new expectations, new media, new data and sources of in-formation of today; even for those of us who have not been napping for the past fi ve years, it can all be a little overwhelm-ing. For this year’s Agenda overview, Med Ad News spoke with a long list of industry insiders, the people who have to deal with this sort of tranformational change every day. Here are the trends that they told us would be most impor-tant for pharma marketers in 2015.

The changing marketplace

Topping the list of crucial developments for pharma marketers in 2015 is the con-tinuing transition in how health services are provided and paid for. Today’s brand manager is faced with a bewildering ar-ray of acronyms – the Accountable Care Organization (ACO) and the Integrated Delivery Network (IDN) are the two most prominent of many – and each of these has its own unique decision making processes and value defi nitions. Pharma companies are having to learn on the fl y how to deal with all these new decision makers, a process that is causing perhaps the largest single shift in selling strategy in the entire history of the industry.

From the perspective of the healthcare consultants at PwC, the changes wrought in the marketplace by ACA and the rise of new provider and payer entities will drive nothing less than a change in the real meaning of value for pharmaceutical companies and their constituencies, lead-ing to a greater focus on real outcomes accompanied by real data.

“The shift of risk in selection and pay-ment for therapeutic treatment to vari-ous provider entities introduces new variables that the pharmaceutical prod-uct industry will need to orient towards, namely quality and total cost of care,” says Warren Skea, principal, PwC. “No

longer will pharmaceutical product com-panies’ strategy that focuses on physician directed therapy based on their clinical knowledge and payors processing claims based on their approved cost of treatment analysis, defi ne and determine their suc-cess.”

Nothing less than a new defi nition of val-ue through outcomes-based evidence that proves such value is what stands between success and failure for pharma companies now, Skea suggests. The very defi nition of payer has begun to radically shift to a va-riety of new models that are both consoli-dating and adopting risk for cost (bundles, capitation) and care (quality, outcomes), to say nothing of employers and consumers who are the primary funding sources. And this shift is driving a corresponding change in payer expectations.

“The payer as provider is looking for materially diff erent shifts in clinical qual-

ity impact and the total cost of care, both upstream and downstream, as related to any product therapy,” Skea says. “Pro-viders also want to know which patient cohorts will receive the greatest impact from the day a therapy is authorized, not after months or years. Determining the holistic, incremental, and/or avoidable costs of care, across a broad range of ac-tual operating costs incurred by delivery systems outweighs the incremental dis-count that typifi es the current state.”

So outcome study proof and the docu-mentation of cost and quality diff erences is going to have to take place in the labo-ratory of every day clinical delivery where the variables of real life impact therapeu-tic performance. “The validity of value measured is best spoken for by provider industry leaders that have the trust and stature of peers across their community,” Skea says. “This has become necessary to avoid the skepticism that can often ac-company product company-led studies.

This shift to provider system defi nitions for outcome value has put a premium upon the product industry’s need to abandon the vertically integrated model that was committed to a pre-determined value defi nition over to a highly collabor-ative outcome model that is intent upon discovering value as an ongoing journey. In this way product companies can more responsibly convert to risk based contract agreements where outcomes and the data to support them can be trusted and op-erationalized across the provider com-munity.”

In addition to the consolidation of pro-vider networks into ACO/IDN models and rollout of the federal and state-level exchanges, experiments with outcomes-based reimbursement and the muscle-fl exing of the leading pharmacy benefi ts managers to negotiate exclusive deals with pharma is continuing to put general downward pressure on healthcare costs. This, says CEO David Ormesher of clo-serlook inc., presents both challenges and opportunities for pharma to assert its role and value.

“At this point, most pharma compa-nies continue to play the role of vendor,” Ormesher told Med Ad News. “Most con-tracts are priced on volume-discounts,

not on outcomes or value. In an environ-ment that is aligned around cost-reduc-tion and fee-for-value, winning on price leads directly to commoditization. For brands that are competing with an eff ec-tive generic, there are fewer options to avoid this margin squeeze, but for many, the path forward looks like a business partner model. As healthcare in the Unit-ed States moves away from fee-for-ser-vice, pharma will need to move towards more partnership approaches to disease prevention, management and cure.”

Taking a similar position, Patrick Jor-dan, chief administrative offi cer of En-core, a Quintiles company, believes that the shift in the marketplace commands a diff erent operating model among indi-

The Magazine of Pharmaceutical Business and Marketing • medadnews.com • February 2015 • Volume 34, Number 1 • $25

InsideTOP 10 PIPELINES

Biologic medicines and immunotherapy are front and center amongst many of the R&D strategies and platforms for the industry’s leading developers.

SALES-FORCE EFFECTIVENESS:CHANGE IS THE CONSTANT

Pharma sales forces continue to evolve, trying to meet physicians’ information needs and survive in a healthcare environment radically altered by the A� ordable Care Act ; and a new player enters the sales-force training � eld.

THE MANNY AWARDS:ROARING BACK

The Manny Awards of 2014 marked the 25th year of this event, and strongly continued traditions while bringing it into a new era.

The business of marketing pharmaceuticals today would be almost unrecognizable to a visitor from � ve years ago; the industry’s fate hangs on how industry leaders respond to all this change.

By Joshua Slatko josh.slatko@medadnews.com

AGENDA 2015

A whole new ball game

continued on page 6

he payer as provider is looking for materially different shifts in clinical quality impact and the total cost of care.T

AmgenAstraZenecaBiogen Idec

Bristol-Myers Squibb Celgene

Gilead SciencesMerck

NovartisP� zerRoche

1 MED AD NEWS JUNE 2015

he U.S. biotechnology arena is undergoing a re-cord-breaking M&A cycle for the industry. After generating M&A activity valued at $235 billion during 2014, the U.S. biotech sector produced more than $100 billion in deals during fi rst-quar-ter 2015. Industry analysts note that most M&A cycles last between three to fi ve years. With 2014 being the fi rst year in the newest cycle, the biotech industry is anticipated to continue wheeling and dealing at record levels, with some ana-lysts fi rms projecting a growth rate of about 20 percent for the next two years.Since the last time this annual report was published by Med Ad News two years ago, 14 of the top 100 revenue-generating biotech entities from that listing have been acquired, including former top 20 members Elan Corp. (purchased by Perrigo Co.) and Cub-ist Pharmaceuticals Inc. (bought by Merck & Co.) Another former top 100 company ac-quired since 2013 was InterMune Inc.

by the world’s largest biotechnology company, Roche. The Swiss pharma giant spent about $8.3 billion on the August 2014 acquisition despite the California biotech fi rm’s leading drug prospect having not yet produced any revenue at that point in time. But three months later, InterMune’s Esbriet (pir-fenidone) was FDA-approved for treat-ing idiopathic pulmonary fi brosis. Pa-tients with IPF gradually lose the ability to breath as fi bers fi ll up their lungs.Another biotech acquisition by Roche during the past year was that of Tro-phos in January 2015 for up to EUR 470 million. A privately held biotech company based in Marseille, France, Trophos’ proprietary screening plat-form generated olesoxime (product code TRO19622), which is being de-veloped for spinal muscular atrophy. SMA is a rare and debilitating genetic neuromuscular disease most commonly diagnosed in children. Pivotal Phase II results with olesoxime in SMA demon-strated a benefi cial eff ect on the main-tenance of neuromuscular function in

individuals with Type II and non-ambu-latory Type III SMA, as well as a reduc-tion in medical complications associ-ated with the disease.The investigational medicine olesox-ime is designed to protect the health of motor nerve cells. Olesoxime has been granted Orphan Medicinal Product des-ignation for treating SMA by the Euro-pean Medicines Agency and Orphan Drug Designation by FDA.Roche announced in December 2014 a deal to acquire Dutalys GmbH, a pri-vately held biotech company with head-quarters in Vienna, Austria. Dutalys is dedicated to the discovery and de-velopment of fully human, bi-specifi c antibodies based on their proprietary DutaMab technology. The bi-specifi c antibodies developed with this platform are designed to provide novel, best-in-class molecules for several therapeutic fi elds. This transaction further high-lights Roche’s leadership in developing therapeutic antibodies.A conventional bi-specifi c monoclo-nal antibody is a biotechnologically en-gineered artifi cial protein consisting of fragments of two diff erent monoclonal antibodies and consequently can bind to two diff erent antigens. The DutaMab technology platform varies by allowing for the development of fully human bi-specifi c antibodies where each arm of the antibody demonstrates high affi nity and simultaneous binding against both targets, excellent stability, and good manufacturing properties. This process enables the treatment of disease mecha-nisms that could not be addressed with conventional bi-specifi c antibodies.Another private company acquisition by Roche during 2014 was that of San-taris Pharma in August. The Copenha-gen, Denmark-based biopharmaceutical company pioneered its proprietary Locked Nucleic Acid (LNA) platform that has contributed to an emerging era of RNA-targeting therapeutics. This new class of medicines has the poten-tial to address hard-to-treat diseases in various therapeutic fi elds.Santaris’ LNA platform and drug dis-covery engine unites the company’s pro-prietary LNA chemistry with its highly specialized and targeted drug discovery capabilities to rapidly deliver drug can-didates against mRNA and microRNA. As a result, scientists are able to develop drug candidates for diseases that are diffi cult, or impossible, to target with contemporary drug platforms includ-ing antibodies and small molecules. The LNA platform is designed to overcome the limitations of earlier antisense and siRNA technologies, in particular via a unique combination of small size, high binding affi nity and metabolic stabil-ity that enables this new class of drug

The Magazine of Pharmaceutical Business and Marketing • medadnews.com • June 2015 • Volume 34, Number 3 • $25

InsideDIRECT TO CONSUMER HUMANThe impact of Viagra’s most recent DTC campaign has brand managers talking about the “humanity” of their communications

PATIENT COMMUNITIES:PATIENT INFLUENCE CONTINUES TO RISEThe growth of communities such as Inspire and PatientsLikeMe, coupled with FDA’s recent guidance on social media in pharma, point to how patients will increasingly merit pharma’s attention

THE MANNY AWARDSThe 26th annual Manny Awards took place on April 23rd at Pier Sixty in New York City

HBA WOMAN OF THE YEARThe Healthcare Businesswomen’s Association hosted its annual Woman of the Year (WOTY) event at the New York Hilton Midtown on May 14th

continued on page 6

M&A activity throughout the industry is helping the biotechnology world soar to new heights.

TheAcquisition

GameBy Andrew Humphreys • andrew.humphreys@medadnews.com

T

SPECIAL REPORT — TOP 100 BIOTECHNOLOGY COMPANIES

SPECIAL REPORT — TOP 100 BIOTECHNOLOGY COMPANIES

1 MED AD NEWS AUGUST 2015

he precipitous patent cliff of

2012 assaulted Big Pharma

to the tune of up to $53 bil-

lion worth of prescription

drug sales potentially lost

to patent expirations. 2015 represents the

next highest total since then, with a pro-

jected fi gure of $44 billion in sales that

could be lost due to expired patents. This

time, however, the brunt is expected to be

much less widespread than the 2012 im-

pact as more than sixty percent of the sales

are tied to biotechnology drugs that are

not yet facing biosimilar competition in

the United States and in some other major

markets despite losing exclusivity in 2015.

As a result, generics have been forecasted

to erode $16 billion in prescription-drug

sales this year.With most blockbuster biotech brands

expected to continue to thrive in the near

term minus signifi cant biosimilar com-

petition, the pharma/biotech industry is

experiencing a substantial growth period.

Global prescription drug sales have been

projected by various industry analysts to

continue growing, at nearly a fi ve per-

cent rate annually until 2020. Aiding the

growth rate is a new wave of fi rst-in-class

blockbuster products and a recent in-

crease in research and development pro-

ductivity. A total of 41 new molecular enti-

ty and new therapeutic biological products

were approved by the U.S. Food and Drug

Administration during 2014, the second-

highest total ever (there were 53 new drug

approvals by FDA in 1996). Also contrib-

uting to the yearly Rx drug growth is a

massive sales eruption from new hepatitis

C treatments that began in fourth-quarter

2013 and continues to surge during 2015.

Humira leads the packFor the third consecutive year, Humira

was the top-selling prescription medicine.

During 2014, the biologic therapy gener-

ated global sales of about $12.86 billion

between marketers AbbVie Inc. and

Eisai Co. Administered as a subcutane-

ous injection, Humira (adalimumab) is

approved for a variety of autoimmune dis-

eases. The medicine stems from the anti-

tumor necrosis factor alpha monoclonal

antibody drug class.Launched in the United States dur-

ing January 2003, Humira is available in

more than 87 countries including Japan,

China, Brazil, and Australia. The product

is used for treating over 850,000 patients

across 13 globally approved indications.

In North America and the European

Union, the drug is marketed for rheuma-

toid arthritis (moderate to severe), pso-

riatic arthritis, ankylosing spondylitis,

Crohn’s disease, plaque psoriasis (mod-

erate to severe), and juvenile idiopathic

arthritis. In the United States, Humira is

available for ulcerative colitis (moderate

to severe), axial spondyloarthropathy, and

pediatric Crohn’s disease (severe). Humira

is also approved in the EU for pediatric

enthesitis-related arthritis. According to

AbbVie’s second-quarter 2015 report, the

company recently received clearance from

the EMA for a new Humira formulation

specifi cally designed to reduce injection

pain and reduce injection volume.

Also during fi rst-half 2015, AbbVie an-

nounced results from VISUAL-I, a Phase

III trial investigating the effi cacy and safe-

ty of Humira in adult patients with uveitis.

Results demonstrated that the drug sig-

nifi cantly lowered patients’ risk of uncon-

trolled uveitis or vision loss. AbbVie has

gained orphan drug designation from U.S.

regulators for the investigational treat-

ment of certain forms of non-infectious

uveitis with Humira. U.S. and EU regula-

tory fi lings are expected during second-

half 2015, following positive results from

the second pivotal study.For fi rst-half 2015, AbbVie reported

Humira global sales of $6.65 billion. Jan-

uary-June 2015 international sales rose

almost 9 percent on an operational basis.

Strong U.S. growth for Humira continued

throughout second-quarter 2015, spurred

by double-digit growth across all three

major market categories: rheumatology,

dermatology and gastroenterology.

The U.S. composition of matter pat-

ent covering adalimumab is scheduled

to expire during December 2016. The

equivalent EU patent is slated to run its

course in the majority of those countries

by April 2018.

The Magazine of Pharmaceutical Business and Marketing • medadnews.com • August 2015 • Volume 34, Number 4 • $25

InsideFIRST YEAR AFTER LAUNCH:

NOT YOUR FATHER’S LAUNCHES

The leading members of the

pharmaceutical industry’s new compound

class introduced during 2013 have set a new

standard for launch success.

PATIENT ADHERENCE:

STILL NO RX FOR PATIENT ADHERENCE

The in� uence of pharma companies on the

patient adherence problem is particularly

limited, but pharma does have a role to play

and there are things the industry can do to

encourage better use of medicines.

continued on page 6

T

SPECIAL REPORT — TOP 200 MEDICINES

By Andrew Humphreys • andrew.humphreys@medadnews.com

SPECIAL REPORT — TOP 200 MEDICINES

Humira during 2014 remained the world’s

best-selling prescription medicine.

Sovaldi vaulted into second place in its � rst full year on the market; Harvoni is challenging Humira for the 2015 sales crown.

The Magazine of Pharmaceutical Business and Marketing • medadnews.com • April 2015 • Volume 34 Number 2 • $100

HEALTHCARE COMMUNICATIONS AGENCIES

“In one word EXTRAORDINARY.It has helped me in providingnew vision, new thoughts &

exclusive ideas.” –CNS Marketing, Torrent Pharmaceuticals

“Great publication!Read it every month.”

–Brand Manager, GlaxoSmithKline

“Med Ad News is very useful,particularly the Top 100 lists.

I save those for reference.”

–Marketing Director, Sanofi-Aventis, Inc

Med Ad News Audience – 16,500 Key Decision Makers in Pharmaceutical, Biotechnology, Medical Device and Healthcare Communications. Bonus Distribution – 20,000 Influencers

is the flagship publication of Outcomes, LLC, a marketing and media company built to quench the evolving consumption habits of B to B audiences.

Daniel BeckerBrand Director

Joshua SlatkoContributing Editor

Andrew HumphreysDirector of Content

Christiane TrueloveContributing Editor

Twitter: @medadnews @PharmaLive@ChristianeTrue@DanRx

Facebook: /medadnewsmannyawards/pharmalive

LinkedIn: Med Ad NewsPharmaLive

YouTube: youtube.com/pharmalive

Print Bonus Digital0 2000 4000 6000 8000 10000 120000 1000 2000 3000 4000 5000 6000 7000 8000

6456Product/Brand Mgmt/Marketing

/Advertising/Promotion

1494

925

Misc (Media, Marketing Services, R&D, Licensing, IT)

Financial Mgmt

7135

C-Level(VP & Above)

Business Strategy

Sales/AccountManagement

378

112Misc (Media, Marketing

Services, R&D, Licensing, IT)

Financial Mgmt

Business Strategy

Sales/AccountManagement

Product/Brand Mgmt/Marketing/Advertising/Promotion

C-Level(VP & Above) 3550

524

2480

10,533

2784

75

2016 Departments

n Sales and Marketing

n Interactive & Digital Marketing

n Medicine Ave

n People On The Move

n Health Outcomes

editorial calendar 2O16

februarys TOP 10 PIPELINES

s AGENDA 2016s SALES-FORCE SWEET ‘16s MEDICAL ADVERTISING

HALL OF FAMEAd Close: 1/16/16

Materials Due: 1/23/16

aprils HEALTHCARE

COMMUNICATIONSAGENCY ISSUE

Ad Close: 3/09/16Materials Due: 3/16/16

junes STATE OF THE BIOTECH INDUSTRY

s PAYER ACCESSs DTC

s HBA WOTY COVERAGE

Ad Close: 5/04/16Materials Due: 5/11/16

augusts TOP 200 MEDICINES

s YEAR AFTER LAUNCHs PHARMA LEADERS OF INNOVATION

s LIONS HEALTH TAKEWAYS

Ad Close: 7/03/16Materials Due: 7/20/16

octobers TOP 50

PHARMACEUTICAL COMPANIESs COMPANY OF THE YEAR

s HBA ANNUAL CONFERENCE PREVIEW

Ad Close: 9/09/16Materials Due: 9/16/16

decembers AD AGENCY ROUNDTABLE

s MOBILE MARKETINGs NEW VENTURES

Ad Close: 11/09/16Materials Due: 11/16/16

30 MED AD NEWS AUGUST 2015

very market is unique, making national commer-cial or regional strategies less than optimal. Instead, companies would benefit from a local market strategy that ensures customer-facing teams have the right framework, messages, tools, and training that make sense for their markets.Through our work across the industry, Campbell Alliance and our colleagues across the inVentiv Health organization have determined that applying a local market strategy requires an integrated approach across the organization that ad-dresses all of the unique functional needs of the different customers and influencers.Local market strategy definedAcross the United States, many differ-ent healthcare dynamics can be found, including the high provider and payer concentration in cities like Pittsburgh, the influential academic medical centers in cities like Boston, the more active role of employers in managing their healthcare costs in cities like Seattle, and the strict re-strictions on pharmaceutical promotions found in markets like Minneapolis.A local market is a geographic area in which market drivers combine to produce a common business environment that af-fects patient care, prescribing behaviors, and reimbursement. A local market could be a city, a region, or a state, or it could be the sphere of influence of an organized customer.

A wide range of drivers and influenc-ers exist, making each market unique. For example, markets experience varying lev-els of provider consolidation, while some markets may have more complex orga-nized customers than others, including institutions, integrated delivery networks (IDNs) and health systems, physician groups, payers, and Accountable Care Or-ganizations (ACOs). The expectations and demands of patients and the influence of government—such as Affordable Care Act (ACA) compliance or state promotional regulations—can also vary from market to market.Finding manageable ways to address local market differences can be challeng-ing. We have addressed this challenge by setting up local market archetypes that simplify the alignment of the differ-ent customer needs. One market, for ex-ample, may possess a high concentration of academic medical centers that exert a great deal of influence and control over the provider community, whereas another may have multiple academic centers that are influential but do not exert control. Another market may be influenced by the presence of ACOs or (or ACO-like) organi-zations, which, given their focus on quality metrics and controlling costs, will have an impact on the way physicians and hospi-tals operate and get reimbursed. As the industry shifts toward personalized medi-cine, targeted therapies could be relevant

to a patient demographic common to a particular geographic market.Boston, Minnesota, the Northwest, and Pittsburgh represent examples of markets that have more influential payers. Boston, Cleveland, and New York, meanwhile, can be characterized as markets with more influential academic medical centers. Miami, Atlanta, and Tampa are markets where physicians have had more decision-making power and organized customers are more open to partnerships. Arche-types like these, combined with additional market considerations and account, phy-sician, and patient segmentations, form the basis for execution of strategies and tactics.

Application of local market strategy

Implementing a successful local mar-ket strategy requires companies to make changes across the organization. The cus-tomer model must establish partnerships with key customers and other influencers within the ecosystem of a local market. Roles, messages, tools, and digital solu-tions—as well as product access strategies and tactics—must be adapted for each market environment. And patient sup-port and adherence solutions need to be aligned to local patient demographics and needs. Pulling all of this through requires companies to reconsider how they allocate resources and coordinate and train teams.Establishment of customer partnershipsThe ACA and the shift in payment models has increased the burden on providers, or-ganized customers, and payers to manage challenging patient populations. As more and more institutions and health systems shift to pay-for-performance models, they are increasingly worried about patient populations for which they lack a solution to manage them.Many of these providers, organized cus-tomers, and payers are increasing their openness to partnerships with pharma-ceutical manufacturers to help develop solutions. Such solutions include a com-bination of quality programs, data gen-eration partnerships, shared investments in patient support and adherence, and increased awareness and advocacy to im-prove public perception.The issue of patient compliance will only grow in importance because adherence is critical to meeting outcomes metrics. Local markets that have an ACO (or an ACO-like) system or institution will likely be more open to creating partnerships to address challenging patient populations, such as diabetes patients. Creative patient adherence partnerships or solutions can be used to help manage these patients.For instance, recognizing that health outcomes are affected not only by biologi-cal factors, but also by social risk factors and environmental settings, a pharma-ceutical company could do a public-pri-vate partnership to identify at the com-munity level those who are vulnerable to

certain chronic illnesses. As the vulnerable populations are identified—based on local social, cultural, and economic determi-nants—preventive measures could be put in place or access to treatment provided to those who need it most.Smaller ACOs and IDNs might be will-ing to partner with pharma companies to address adherence issues based on the unique market demographics. Areas with lower socio-economic levels, for example, tend to see higher non-adherence rates because people may not be able to afford their medicine. Resources may also be fo-cused on areas with higher elderly popu-lations. Demographics related to racial background are also important, as some conditions are more prevalent in individu-als of a particular race.Adherence strategies must be personal-ized, coordinated, and optimized. Phar-maceutical companies cannot afford to simply throw money into every available adherence program to see what works. Instead, an integrated adherence solution should be based on data and segmenta-tion to personalize it to the patient. The outreach effort then needs to be coordi-nated to avoid overwhelming individual patients. With the full range of channels at a manufacturer’s disposal today—includ-ing digital messages, mail messages, phar-macy messages, etc.—the danger exists of creating a white noise effect. Finally, the effort needs to be optimized by track-ing the data to see what works and what doesn’t work in a given market or patient segment and efforts redirected accord-ingly.

Flexibility of customer-facing rolesTypically, companies will resource uni-formly across the US, deploying the same amount of resources in Seattle as in Pitts-burgh or Oklahoma City relative to some scale, such as market volume or market potential, number of prescriptions, num-ber of doctors, or number of patients. In a local market strategy model, pharma com-panies need flexibility to be able to adjust their customer facing roles to a constantly changing marketplace.With differential resourcing, the arche-types serve as a starting point that can then be customized through local market knowledge and planning. In a geography that is payer dominated, where doctors do not drive decision making, it would make sense to deploy fewer personal, customer-facing resources than in a market where prescribers are still the dominant decision makers.

Commercial outsourcing can facili-tate differential resourcing by allowing pharma companies to easily on-board different customer-facing resource pro-files that align to a particular market ar-chetype. The ability to quickly scale up or down with the right resources provides an organization the flexibility to take ad-vantage of a particular opportunity or mitigate the risk of a negative event. For these reasons, commercial outsourcing is thought of in much broader and often strategic terms.

Customization of marketing messages and toolsWhen implementing a local market strat-egy, tools and messages will need to be customized based on the dynamics in the local market. Messages in markets with tighter reimbursement, for example, might be more reimbursement focused, while in areas where physicians can make clinical decisions, the messages will be more focused on clinical information. Pa-tient support messages will be applicable in markets where limited patient support has been established.Innovative new technologies and digi-tal channels are opening the door to new forms of customization and outreach. Consider a market archetype in which an organized customer has a treatment pro-tocol over a set of affiliated physician offic-es to which a pharma manufacturer does not have access. In this instance, media opportunities as well as peer-to-peer com-munications could offer a solution.From a media standpoint, improved targeting technologies are able to iden-tify likely physicians by their geography so that when a physician is engaged in healthcare information in the New York Times, for example, it is possible to iden-tify the individual as a physician and serve up an ad property or marketing content that might be relevant in that moment.Alternatively, as physician-centric so-cial media networks grow in popularity, it is possible to identify local market influ-encers within those online communities. It may be possible to identify individuals by specialty or patient type who are truly influencing their peers in those affiliated organizations online, opening the pos-sibility of creating digital ad boards or feeding content via the emerging thought leaders.

Another market archetype may be char-acterized by a fragmented patient base, such as Miami, where the large Hispanic patient base receives fragmented services. A potential innovative solution may be to offer an opt-in text messaging services providing health education specific to an individual’s needs. This information can fuel improved conversations between doc-tors and patients, helping patients better understand the elements of their own care and improve their overall outcomes.While we have observed many com-panies execute portions of the integrated local market strategy, examples of com-panies that have optimized their innova-tion through a fully integrated strategy are rare. By designing a local market strategy and pulling it through via an integrated approach, companies can establish trust-ed partnerships that change their percep-tion within key customers, patients, and other stakeholders. medadnews

Howard Brock is head of commercial models and local market strategy for Campbell Alliance. Additional contributors include Renee Selman, president, patient outcomes, Adheris Health; Andrew Aromando, executive VP, business development, inVentiv Selling Solutions; Jeanine O’Kane, managing director, Biosector 2; and Leigh Householder, senior VP chief innovation officer, GSW.

Local market strategy design and pull-through via an integrated approachE

By Med Ad News staff

Sales and MarketingBy Howard Brock

32 MED AD NEWS AUGUST 2015

s sales rep access to phy-

sicians continues to de-

cline and the sales en-

vironment grows more

complex, pharmaceutical

companies are under constant pressure

to fi nd ways to diff erentiate themselves

in the marketplace.Enter the orchestrator rep.

The orchestrator rep is an evolution

of the traditional rep. This new model

of sales rep integrates sales, market-

ing and other customer-facing depart-

ments and leverages technology to

facilitate an integrated multichannel

customer engagement. The orchestra-

tor rep model can help drive a more

customer-centric approach and boost a

pharma company’s reach, engagement

and performance.

Key to the future of pharma sales

and marketing

In today’s pharmaceutical industry, the

key to success is diff erentiation. And

to diff erentiate themselves, companies

need to integrate their sales and mar-

keting organizations to create a more

coordinated and impactful customer

experience. The orchestrator rep sits at

the heart of this dynamic.

According to global sales and mar-

keting fi rm ZS’s AccessMonitor report,

about half of physicians in the U.S.

placed moderate-to-severe restrictions

on visits from pharma sales reps in

2014. This compares to 23 percent of

prescribers who restricted rep access in

2008.The explosion of digital resources

has to some extent directly or indirectly

contributed to a reduction in access to

physicians. Instead of meeting with

reps, physicians can simply access in-

formation through digital sources, such

as email or webinars. More than 90 per-

cent of doctors in the U.S. access digital

information from their offi ces, accord-

ing to eyeforpharma, and 67 percent

of U.S. health care professionals point

to digital channels as their preferred

source of information from pharma

companies.These market drivers make the evo-

lution of the rep into an orchestrator a

necessary shift in the pharmaceutical

industry. In fact, ZS estimates that by

2020, at least 60 percent of pharma-

ceutical sales reps in the U.S. will be

orchestrating with marketing and their

fi eld peers.Today, however, a very small portion

of U.S. pharmaceutical reps orchestrate

to the fullest extent. While marketing

teams often adopt customer-centric ap-

proaches, these rarely involve the larg-

est portion of the marketing budget:

the sales force. This represents an un-

tapped opportunity for many pharma

companies.By supplementing traditional in-

person sales rep visits with digital tac-

tics, orchestrator reps can boost their

company’s reach, engagement and

performance. For example, ZS found

that nearly 20 percent of traffi c to a

brand’s website comes from sales rep

interactions with physicians. Further,

email open rates are nearly 25 percent

for emails sent by sales reps, compared

to about 8 percent when sent by head-

quarters. ZS also found that non-writer

conversion rates double for physicians

who are exposed to both face-to-face

detailing and multichannel marketing

promotions – compared to receiving

only one of these communications.

Before they can realize the benefi ts,

however, pharmacos must integrate

sales and marketing and adopt an or-

chestration model using a thoughtful,

organized approach with buy-in from

key stakeholder groups.

How to implement the

orchestrator rep model

As pharmaceutical companies look to

implement sales rep orchestration, they

must fi rst design integrated customer

engagement strategies for reps. Com-

panies must also leverage technology,

which plays a critical role in the success

of the orchestrator rep model. As cus-

tomer behavior and preferences trend

more toward digital engagements,

pharmacos need to grow their digital ca-

pabilities and equip sales reps with the

ability to maximize the use of alternate

digital channels and help them create a

digital relationship with the customer.

Pharma companies also must create

a robust data and technology analytics

infrastructure to equip the sales team

with a 360-degree view of the customer,

including the physician’s engagement

with sales and marketing. Further, it’s

important for companies to design a

customer relationship management

(CRM) system that is intuitive and easy

to use for reps so they can easily access,

sort through and make the best use of

all available customer data and insights.

Companies’ technological capabilities

also must include analytics that help

sales reps determine physician prefer-

ences and the best next actions to eff ec-

tively engage them.

The fi nal piece of implementation is

change management, which includes

training the rep in a new, enhanced role

and fostering a wider mindset change in

the organization to secure buy-in for the

orchestration model. The change trans-

formation must engage the marketing

organization and ensure brand teams

appreciate the value of the concept and

can enable reps to drive an integrated

customer engagement.

The keys to success

As companies adopt the orchestrator

rep model and begin to better coordi-

nate sales and marketing across the or-

ganization, ZS has pinpointed fi ve keys

to ensure a successful implementation:

Secure sponsorship from

senior management

Senior executives, preferably

with accountability for both sales and

marketing functions, will be impor-

tant to drive the change and shape the

mindset in the organization as it adopts

orchestration.

Create a plan and

implement incrementally

While a comprehensive vision

is essential, it is equally imperative to

implement that vision in incremental

steps. Companies can manage the de-

gree and pace of change across the or-

ganization with a structured maturity

model. This approach consists of three

stages to transform a traditional sales

rep into an orchestrator rep.

In the fi rst stage, reps grow more in-

formed about all the marketing interac-

tions with their customers. This enables

them to drive stronger engagements

with physicians. Next, the rep becomes

more integrated with the marketing or-

ganization and begins to infl uence fu-

ture marketing tactics. In the last stage,

the rep becomes a full orchestrator of all

multichannel marketing engagements

and coordinates with marketing on the

timing and relevance of upcoming tac-

tics.

Test with an early

experience teamPharmaceutical companies

should test sales rep orchestration us-

ing an early experience model before

scaling nationally or across sales teams.

Using a small team as a test group in the

initial implementation stage enables

leadership to learn, calibrate, address

any issues that may arise and make

changes before scaling the new and im-

proved model.

Involve and train your

sales repsIt is crucial that fi rst-level

managers embrace and champion the

orchestrator rep model to eff ectively

coach their sales teams. As companies

train their reps, they should focus on

orchestration capabilities and tools and

strive to make the implementation easy

for the sales force. Additionally, orches-

tration should be incorporated into oth-

er sales force eff ectiveness levers and

aligned with sales rep competencies,

hiring profi les and incentive plans.

Engage marketing early

Integrating sales and market-

ing functions is the key to the

success of the orchestration model,

and marketing will play a vital role in

empowering the sales team to drive

orchestration. As a result, companies

need to involve them at the beginning

of any implementation to ensure buy-in

and success.

Thriving with the orchestrator

rep model

The opportunities for sales rep orches-

tration will vary by specialty and cus-

tomer’s channel affi nity mix. However,

no matter the specialty, pharma com-

panies – especially those with multiple

brands in their portfolios, multiple

customer-facing teams and relatively

decent investment into multichannel

marketing – run the risk of falling be-

hind if they remain tied to the status

quo and fail to adapt to the changing

marketplace.Implementing the orchestrator rep

model requires organizational transfor-

mation and involves careful planning,

strong leadership across sales and mar-

keting organizations and investments

in technology and change management.

Still, pharma companies have little

choice but to adapt as their customers’

needs and preferences have changed al-

most permanently.The market drivers forcing this shift

are not going away, and the most suc-

cessful pharma companies in the future

will be the ones that integrate sales and

marketing eff orts and empower the or-

chestrator rep to drive more impactful

interactions with the customer, greater

diff erentiation and better overall busi-

ness performance. medadnews

Saby Mitra is an associate principal at ZS,

and Jaideep Bajaj is chairman of ZS’s board

of directors.

Sales reps take on “orchestrator” role to

deliver superior customer experience

Interactive and Digital Marketing

A

By Med Ad News sta�

By Saby Mitra and Jaideep Bajaj

1

2

3

4

5

• According to a survey by MedPanel,

physicians are discussing wearables or

health apps with 15 percent of their

patients on average. This � gure contrasts

with the number of potential candidates:

physicians say 38 percent of patients

not using a wearable and 42 percent of

patients not using an app could bene� t

from doing so.

• The Apple Watch is the brand most

physicians (82 percent) are aware of.

However, physicians are most familiar with

Fitbit, by a 2 to 1 margin. Physicians are on

average only mildly satis� ed with current

products. In fact, the Microsoft Band scores

the highest of all wearables for satisfaction

on the two attributes physicians say are

most important: ease of use and the clinical

utility of data the devices generate.

“As long as tech companies view

wearables and apps as consumer-driven

markets, these products will remain

a fad,” says Jason LaBonte, president,

MedPanel. “But if they engage physicians to

recommend these products, wearables and

apps will be viewed as part of healthcare

and become permanent � xtures.”

Facts & Figures

34 MED AD NEWS AUGUST 2015

ne of the highest-pow-ered events of the BIO 2015 convention in Phil-adelphia did not actually take place in the conven-tion center itself, but up the street at the National Museum of American Jewish History, at Klick Health’s inaugural Ideas Exchange event. The invitation-only event, co-sponsored by BIO, Klick Health, Google and Veeva Systems, brought to-gether visionary leaders with the nation’s top biopharma CEOs to explore how emerging technologies and data can radi-cally change the way health care is deliv-ered and how health care companies work.President Bill Clinton, billed as the key-note, attracted a frenzy of coverage from local news outlets, but other luminaries included Dr. Eric Topol, director of the Scripps Translational Science Institute in La Jolla, Calif., author of “The Patient Will See You Now” and one of the keynote luncheon speakers at BIO; Dr. Ezekiel Emanuel, speaker on healthcare reform and the transformation of American medicine; Dr. Ron Cohen, event co-chair, incoming chairman of BIO, and CEO of Acorda Therapeutics Inc.; Janet Wood-cock, director of the Center for Drug Evaluation and Research at the FDA; Dr. Daniel Kraft, inventor and entrepreneur, and founder of Bioniq Health, which is focused on enabling connected, data driven and integrated personalized medi-cine; Bob Hariri, CEO of Celgene Cellular Therapeutics; Martine Rothblatt, founder of Sirius XM Radio; and management gu-rus Tom Peters and Gary Hamel.According to Klick CEO Leerom Segal, “Health and technology are advancing at such an exponential rate and we’ve ar-rived at an amazing infl ection point in their convergence. Ideas Exchange will touch on cutting-edge ideas and technolo-gies that are shaping the future of digital health – from 21st century cures, person-

alized medicine and reimbursement to or-ganizational design and leadership.”The event featured interactive demon-strations of emerging technologies being adapted for health care in extraordinary new ways using holograms, 3D printing, virtual reality, and large-scale projection mapping.For many attendees, President Clinton was the major draw. After apologies for being two hours late, Clinton spoke of the work of the Clinton Foundation, and gave a shout-out to outgoing BIO President and CEO Jim Greenwood, former con-gressman representing the 8th District of Pennsylvania. “He is what is rapidly be-coming an oxymoron in national politics, a moderate Republican,” Clinton said. “And I appreciated the way we were able to work on various things.”On the topic of managing growth in a sustainable way, Clinton talked about the lessons he learned from The Clinton Foundation, which for several years was the fastest-growing organization of its type in the world. “It’s a constant challenge to manage growth without losing the vision that animated the company in the fi rst place, and what worked best, I believe, is a culture of constant commitment to the mission, constant creativity, and constant cooperation,” he said. “There’s a mountain full of social science evidence and scientifi c research that shows groups of people make better decisions than lone geniuses. And I say that with some humility, if the IQs in this room were translated to pounds, the fl oor would collapse. But it’s really true.”Clinton pointed out how Klick was cited as one of the 10 most admired corporate cultures, one of the 10 best employers, and one of the 10 best places to work. “This counts for something,” he said, adding that the trend that has placed sharehold-ers over stakeholders (such as employ-ees) has eroded corporate and workplace cultures. He called out the loophole in the

U.S. H-1B visa program that allows foreign contractors to apply for large numbers of these visas and gave a major employer the opportunity to lay off 250 tech workers, whose severance relied on training their Indian replacements. (Senator Bill Nelson of Florida has called for an investigation of the abuses of the H-1B visa program.)In raising the numbers of H-1B visas while he was president, Clinton said the intent was to benefi t biotech and other STEM industries to allow talented grad-uate students to be employed by U.S. companies. Replacing U.S. workers with contractors, however, “is not the culture I believe is productive for America over the long run.”Clinton advised the corporate leaders in the audience that “The best companies have to do three things at once. You’ve got to pursue the mission that you got into business to do in the fi rst place. You have to manage the day-to-day, including the incoming fi re. And the third thing that’s important to do is we have to keep taking some time out to look down the road and around the corner, to think about the fu-ture. Imagine what I think it’s going to be

like 10 years from now, and even if I’m not here, what I hope would be happening.”Clinton’s speech not only went into management issues, but touched on the future of agriculture as poor countries face mounting challenges in feeding their peo-ple; and the recent Ebola epidemic, which shows the need for establishing healthcare systems in African nations without one (in contrast to its neighbors, Nigeria only had one case of Ebola since it showed up in the wealthiest area of the country, which has good healthcare, and workers were able to track down and isolate everyone the pa-tient had been in contact with).He joked about the change in the mean-ing of some words in the modern world. “Lee [Segal] stood up on this stage and said I was a disruptor, did you ever think that would become a popular word? I was a disruptor in grade school too. All that got me was bad grades in conduct.” Positive disruption is great, “but in an interdependent world where all borders look more like nets than walls, we can’t es-cape the intrusion of negative forces. But very often, just as there are no fi nal victo-ries, there are no fi nal defeats.” medadnews

Klick Ideas Exchange powers kickoff of BIO convention

Medicine Avenue

O

By Christiane Truelove • chris.truelove@medadnews.com

TWO EXECUTIVE CHANGES AT OCHWWOgilvy CommonHealth Worldwide has appointed Michael Zilligen as president of both Ogilvy CommonHealth Payer Marketing and Ogilvy Healthworld Payer Marketing, and promoted Amy Graham to general manager of Ogilvy CommonHealth Specialty Marketing.

Zilligen, who most recently held the position of president at Ogilvy CommonHealth Specialty Marketing, hands the reins over to Graham, as he assumes the top leadership role for Ogilvy CommonHealth Worldwide’s payer marketing agencies housed in New Jersey. In his new role, Zilligen will focus on helping clients address the strategic implications associated with health-care reform; bringing new innovations to the organization’s o� ering in areas such as patient access services, biosimilars, systems of care, and real world evidence; and driving continued col-laboration and integration with Ogilvy CommonHealth Market Access, the network’s Connect-icut-based payer group.

With more than 25 years of industry experience, Zilligen has expansive knowledge and ex-pertise in the health-care arena, on both the client and service sides of the business. Zilligen began his career at Ogilvy CommonHealth Worldwide nearly 10 years ago within the payer marketing discipline and was instrumental in helping the agency succeed during its formative years. Zilligen will report directly to Shaun Urban, managing partner at Ogilvy CommonHealth Worldwide, who oversees the organization’s payer marketing, medical education and business development groups.

Graham has been elevated from executive VP, director of client services, to general manager of Ogilvy CommonHealth Worldwide’s full-service professional advertising and promotion company focusing on high-science and specialty areas. In her new position, Graham leads all operations, strategic planning and new business initiatives for Ogilvy CommonHealth Specialty Marketing, expanding upon the group’s therapeutic breadth and client roster.

Ms. Graham has been with the network’s specialty agency for two years and has more than 20 years of experience in the pharmaceutical industry. She reports to Darlene Dobry, managing partner responsible for Ogilvy CommonHealth Worldwide’s medical marketing, specialty mar-keting and medical media groups.

NEW VP AT HCB HEALTH CHICAGOGreg Niemczyk has joined HCB Health as a VP, account director/busi-ness development. Niemczyk is based out of HCB Health’s Chicago o� ce, and also shares responsibility for growing the agency’s client base. He reports directly to agency partner Nancy Beesley while working closely with Chicago’s President Al Topin.“Greg has a tremendous reputation in the industry for sparking pharmaceutical growth in both the professional and direct-to-patient segments,” says Kerry Hilton, CEO and partner of HCB Health. “We at HCB Health are impressed by his accomplishments in both account services and agency management, and are fortunate that his desire to get back to his Chicago roots coincided with our growth aspirations.”Niemczyk came to HCB from GSW and its oncology partner Navicor, as senior VP, account director in the Columbus o� ce. His contributions ranged from leading domestic and global teams in the immunology, oncology, nephrology, and pain categories to generating new busi-ness that elevated both revenue and reputation for the agencies. His extensive integrated marketing experience spans professional to patient and pharmaceuticals to biologics, with a demonstrated ability to identify and decipher communication challenges among health-care providers and patients.

Before joining GSW and Navicor, Niemczyk served as VP, account director at AbelsonTaylor in Chicago, where he managed overall client-agency relationships and developed new business.

Greg NiemczykGreg Niemczyk

Photo Credit: Joe Schildhorn/BFA.com

36 MED AD NEWS AUGUST 2015

ean-Jacques “JJ” Charhon has joined Purdue Pharma as executive VP and chief fi nan-cial offi cer. Charhon is responsible for the com-pany’s fi nancial, procurement, and information technology functions.

“JJ is a proven leader with experience in the pharmaceutical, healthcare, and technology industries,” says Mark Timney, president and CEO. “His expertise and proven record of suc-cess leading fi nance organizations will be a valuable asset to Purdue’s growth strategy.”

Charhon joins Purdue from Cnova, one of the largest global eCommerce companies, where he served as executive VP and chief fi nancial offi cer, with responsibility for investor relations, planning and external reporting.

Before joining Cnova, Charhon worked for four years at Hewlett Packard, where he joined as chief fi nancial offi cer of the PC division before becoming chief operating offi cer of En-terprise Services, a $23 billion division of HP. This role followed eight years at General Electric and four years at Novartis, where he held various global fi nancial leadership roles of increasing responsibility. His last role at Novartis was global head of Busi-ness Planning, Analysis & Investor Relations.

Charhon earned his baccalaureate in Math, Physics & Chem-istry at the French Lycee of Brussels. He holds a master’s in business administration from the Universite Libre de Bruxelles – Solvay School of Management.

In addition to Charhon, Thomas Leggett comes aboard Purdue as treasurer and head of Business Development Fi-nance with responsibility for business development opportu-nity evaluations, capital markets activities, and management of treasury and insurance operations.

Leggett joins the company with a broad range of invest-ment banking experience. He was most recently an executive director and one of three senior calling offi cers leading the biopharmaceutical investment banking coverage eff ort in the Americas at UBS Securities LLC. Prior to UBS, he worked in healthcare investment banking at Lazard Freres & Co. and J.P. Morgan Securities Inc. Leggett holds a master’s in business ad-ministration from The Wharton School and a bachelor of arts degree in economics from Columbia University.

Dan Russo joins the company as tax offi cer with responsi-bility for all tax matters, including business development tax structuring. Russo most recently was VP Tax, Americas for Dia-geo; tax director for ITT Corp.; and tax counsel at Xerox Corp.

Dan holds a bachelor of arts degree in accounting from Rutgers University, a J.D. from Boston College Law School, and an LLM in taxation from Boston University Law School.

Edward Mahony is assuming the role of executive VP for Due Diligence & Integration Management, with responsibility for optimizing the value of potential and completed business development transactions. He began his career at Purdue in 1993 as VP and chief fi nancial offi cer, and was promoted to ex-ecutive VP and chief fi nancial offi cer in 1999. medadnews

New CFO, financial team members, at Purdue Pharma

People On The Move• Bill Mordan is now general counsel and corporate secretary of Shire, reporting to CEO Flemming Ornskov. Mordan also serves as a member of the Shire executive commit-tee. He joined Shire from Reckitt Benckiser Group plc where he served as group gen-eral counsel and corporate secretary.

Shire also appointed Michele Galen as head of Corporate Communications and Public A� airs, reporting to Ornskov. Galen additionally serves as an extended member of the Shire executive committee. Galen most recently served as a managing direc-tor for MPM Capital and corporate advisor. Both the general counsel and communica-tions roles are based at Shire’s headquarters in Lexington, Mass.

• Brian Hilberdink has been given the role of president, Novo Nordisk Canada Inc. He previously held the position of VP, Diabe-tes Marketing and Market Access, Novo Nordisk Canada. Prior to this role, Brian was corporate VP, Global Marketing, Novo Nordisk A/S, and led the commercialization of the company’s future insulin portfolio, from Phase II clinical development until the � rst launches in Europe and Japan. He also has experience working in the United States where, as director, Brand Management, he led multiple brand teams during a period of signi� cant growth for Novo Nordisk U.S.

• Julie Monzo has been appointed to the newly created role of senior manager, Global Medical and Development (GMD) communications, of Astellas’ corporate af-fairs department. Monzo will report to An-drew Lewis, head of communications, GMD, and will lead internal and external global communications programs for the func-tional groups that comprise GMD, includ-ing Clinical Development, Medical A� airs, Pharmacovigilance, Quality Assurance, and Regulatory A� airs.

Monzo most recently served as senior manager, enterprise communications and public relations at the College of American Pathologists.

Jean-Jacques “JJ” Charhon

By Christiane Truelove • chris.truelove@medadnews.com

J

Pharma

• Briggs W. Morrison, M.D., has joined Syndax Pharmaceuticals Inc. as CEO and a member of the board of directors. Michael A. Metzger has become president and chief operating o� cer. Dr. Morrison came from AstraZeneca, where he was executive VP of Global Medicines Development and chief medical o� cer. Metzger joins from Regado Biosciences, where he served as president and CEO through the company’s strategic merger with Tobira Thera-peutics Inc.

Syndax is a privately held biopharmaceutical company lever-aging recent scienti� c insights on its lead therapeutic candidate entinostat in the emerging � eld of immuno-oncology.

• Charles Stacey, M.D., is now president and CEO of Accera Inc. Before joining Accera, he was a senior investment manager with London-based Inventages, one of the world’s largest life sciences-focused venture capital and private equity � rms. Accera a clinical-stage biotechnology company developing therapies for central nervous system disorders.

• Iain Ross has been appointed acting chief executive and has been reappointed to the board of Novogen Ltd. Ross is currently chairman of Premier Veterinary Group PLC (formerly known as Ark Therapeutics PLC), a non-executive director of Amarantus Biosci-ence Holdings Inc., and a non-executive director for Anatara Life-sciences Ltd., Benitec Biopharma Ltd. and Tissue Therapies Ltd. Novogen is a public, Australian-U.S. drug-development company.

• Robert L. Rosiello was appointed as executive VP and chief � -nancial o� cer at Valeant Pharmaceuticals International Inc. Rosi-ello worked 30 years at McKinsey & Company helping healthcare, technology and consumer companies deliver growth through M&A and business unit � nancial performance improvement. As senior partner in charge of the global merger practice for the past decade, Rosiello led M&A integrations for pharmaceutical, spe-cialty pharmaceutical, and medical device companies in the U.S., Europe and Asia.

Valeant Pharmaceuticals International is a multinational spe-cialty pharmaceutical company that develops, manufactures and markets a broad range of pharmaceutical products primarily in the categories of dermatology, eye health, neurology and brand-ed generics.

• William Duke Jr. is now chief � nancial o� cer of Pulmatrix Inc. Duke previously served as chief � nancial o� cer of Valeritas Inc. Pulmatrix is a clinical stage biopharmaceutical company develop-ing innovative inhaled therapies to address serious pulmonary disease using its patented iSPERSE technology.

• Ian Clements, Ph.D., is now VP, investor relations and cor-porate communications, at Tobira Therapeutics Inc. Dr. Cle-ments previously led investor relations and corporate com-munications at Avanir Pharmaceuticals Inc., which was recently acquired by Otsuka Pharmaceutical Co. Tobira is a clinical stage

biopharmaceutical company focused on the development and commercialization of novel treatments for liver and in� ammatory diseases.

• Bob Goodenow, Ph.D., has been made chief business o� cer of Huya Bioscience International. Most recently, Dr. Goodenow was chief business o� cer at Syndax Pharmaceuticals. Huya Bioscience International is a leader in enabling and accelerating the global development of novel biopharmaceutical product opportunities originating in China.

• Martin J Birkhofer, M.D., has been appointed chief medical of-� cer and Professor Chris McGuigan is now chief scienti� c o� cer at NuCana. Birkhofer joins NuCana from inVentiv Health Clinical, where he led its global medical and scienti� c a� airs and held the title of chief medical o� cer. Professor McGuigan was the original inventor of the ProTide technology and was professor of medici-nal chemistry at the Cardi� School of Pharmacy and Pharmaceuti-cal Sciences. He is additionally the chair of the Life Sciences Hub Wales Ltd.

NuCana is a rapidly growing, clinical stage biopharmaceutical company with a broad development portfolio of novel anti-can-cer medicines. The company’s proprietary ProTide technology has the potential to set new benchmarks in e� cacy and safety with its treatments that are speci� cally designed to overcome key cancer resistance mechanisms.

Specialty Pharma/Specialty Biopharma

38 MED AD NEWS AUGUST 2015

new dynamic has evolved over the past decade with-in the healthcare delivery marketplace. No longer do patients sit meekly and

blindly follow direction. Today’s patients

are more likely to arrive at their appoint-

ment informed about their disease, ready

to engage with their physician and take

an active role in the treatment and track-

ing of their condition. Indeed, according

to a study published by the Pew Research

Center, 72 percent of people using the

Internet indicated that they looked on-

line for health information in 2012 and

70 percent of U.S. adults say they track

at least one health indicator. Physicians,

on the other hand, overburdened and

pressed for time and outcomes-based

disease management, are looking to the

pharmaceutical industry to provide the

resources, direction and education pa-

tients need to best manage and/or im-

prove their condition. Addressing this dilemma is a signifi-

cant challenge to the industry. Faced

with these empowered patients and over-

burdened physicians, the industry can

no longer mandate treatment but must

find ways to bridge existing gaps between

itself and the physicians and patients

it serves. True collaboration between

all parties will be needed to ultimately

change the conversation to deliver the

value added strategies that patients want

and need to better understand, track and

manage their disease.Creating the patient journey mapIn order to foster a collaborative spirit

between all parties, the industry needs to

pursue a holistic approach to treatment

and use this approach as a basis for how

it communicates to both patient and phy-

sician. Disease impacts far more than the

body and the patient alone. From diagno-

sis to cure or end of life, the patient fol-

lows a really long road – one with bumps

and deviations; one changed by learning

style, by income, by family dynamic. It’s

hard, personal stuff and must be treated

as such. In order to respond appropriately

with meaningful tools and conversation,

pharma needs to capture data on both

the emotional and physical impacts of

the disease all along the patient’s jour-

ney. Aspects such as medical routines,

diet and exercise regimens, work and

lifestyle customs, key relationships, as

well as impact on the patient’s self worth

should be carefully monitored and ana-

lyzed. From this data, one can create a

patient journey map that distills insights

into a concise, visually compelling story.

Such maps highlight the different stages

that patients will go through from before

taking action to finally managing their

disease. As such, patient journey maps

help to identify relevant channels and

meaningful content for each stage that

will provide the patient with the proper

support throughout the journey. For example, patients diagnosed with a

chronic condition such as diabetes might

go through five major phases in the dis-

ease journey, including:1. A recognition of initial symptoms

fraught with denial, lack of understand-

ing and possible impact on social status.

In this phase they are seeking informa-

tion and reassurance and may turn to self-

diagnosis sites, their friends and families,

news outlets, and patient online forums.2. A diagnosis and treatment influence

phase, again where there is denial and a

lack of understanding with ramped up

peer pressure and indecisiveness on the

best course of action. Here patients are

working with their physician, informa-

tion websites and possibly their employer

or insurance company on possible treat-

ment options.3. A decision making phase where they

are working with their physician and the

physician’s office staff as well as websites

to better understand their treatment

and its side effects as well as the lifestyle

changes they may need to make. Patients

might be addressing needle phobia or

how to get educated at home.4. An Initiation phase where treatment

begins perhaps reluctantly, and the pa-

tient deals with lack of nurse follow up

or at-home education. Questions arise

on disease progression and peers’ advice

and online support is often sought.5. An adherence and management

phase where those using injectables often

face fatigue and adherence drops off. Mo-

bile apps for tracking may be employed

and the patient looks for emotional sup-

port from caregivers, friends and patient

advice forums.The right content in the right placeUnderstanding the steps and emotions

patients go through in dealing with their

diagnosis and treatment helps to frame

the discussion and lead to the develop-

ment of much more valuable content ad-

dressing patient concerns at each step.

Once created, it should be curated (fil-

tered, aggregated and collated in a mean-

ingful way) and then syndicated through-

out the various channels to offer exposure

wherever patients and their caregivers

might turn for education and support. However, creating the right content

to disseminate, content that is engaging

and understandable, can be a challenge.

Indeed, the pharmaceutical industry has

a long history of creating ads that look

like contracts, websites that look like ads,

social media interfaces that are actually

anti-social and using language that gen-

erally needs a physician to interpret. Al-

though much content creation has been

developed to address the regulatory en-

vironment in which we operate, we can

do much to make our content more read-

ily understandable. To do so, we need to

embrace basic learning principles such

as those in the following checklist, and

properly address the health literacy of

our audience throughout their journey.Checklist for improving the usability

of health information• Identify the intended users• Use pre- and post tests• Limit the number of messages• Use plain language• Practice respect• Focus on behavior• Check for understanding

• Supplement with pictures• Use a medically trained interpreter or translatorA case in point is the flyer shown be-

low, developed by the Centers for Disease

Control and Prevention. Not only does

the flyer employ simple language and use

graphics to illustrate the main points, it

was developed in multiple languages to

support all demographic groups in the

United States.

Equally important to creating the

correct content is connecting to people

where they would most likely seek infor-

mation. This can range from brochures

in their physician’s office to brand and

disease websites and social media plat-

forms. Each channel will require its own

content, tailored to engage the patient

within that channel environment. Fig-

ure 1 demonstrates the patient outreach

activities most likely to increase through

2017 according to a Cutting Edge report

issued in 2012 – a combination of per-

sonal and digital contacts with a heavy

emphasis on apps. As the U.S population matures and

current baby boomers are replaced, out-

reach activities will incorporate more so-

cial media and texting, requiring a short-

er, more conversational communication

dynamic to engage the patient.Harnessing technology to make patients’ lives easier As shown in the chart below, the race to

embrace technology to improve health-

care is on. Informative websites, so-

cial media platforms, the use of apps

on smartphones, notebooks and elec-

tronic devices such as FitBit and the

AppleWatch are creating new options for

Developing value-added strategies for today’s empowered patient

Health Outcomes

A

By Med Ad News staff

By Amy Parke

Meeting the challenge of physician and patient collaboration along the journey

In order to successfully impact outcomes, physicians must collaborate with their patient along

the disease journey. Just as the patient needs support from multiple sources along the way, so

does the physician. Although physicians have been quick to adopt technology, outpacing the

general population in smartphone adoption for example, they are slow to incorporate new

technologies such as FitBit into the patient’s overall care plan. To address this, pharma needs to

bring the same journey mapping approach to how they interact with physicians. Just like the

patient, the physician travels a path in understanding and treating a disease. The figure below

illustrates a hypothetical physician journey which could encompass phases such as awareness,

realization, consideration, action and acceptance – where in each phase the physician turns to

different channels to obtain content. By making it easy – delivering appropriate educational

content and support in each channel where and when the physician needs it – pharma will

better equip the physician to collaborate with patients along their journey.

Reminder calls11%

Apps39%

Patient advocacy groups6%

Patient supportgroups11%

Patientassistanceprograms11%

dosingemail

5% Educationalwebsite11%

Text messages6%

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