TYPICAL PROJECTS

Stretching the thought process and weighing the critical issues

Our approach is to be both comprehensive and laser-like, neither narrowing down the inquiry and losing sight of key factors nor expanding the inquiry and introducing factors of lesser strategic relevance.

Most engagements generally include a few of the typical project dimensions noted below:

LANDSCAPE ANALYSIS
  • Current formulary positions and why
  • Restrictions and why
  • Most significant Pharmacy and Medical utilization trends
  • Critical issues shaping current organization
  • Emerging pharma market developments anticipated
  • Dominant factors likely to shape the future market landscape
  • Changes payers are seriously considering
  • Unmet needs and opportunity they represent for the future
COMMERCIAL OPPORTUNITY ASSESSMENT
  • Significance physicians, payers and patients associate with gap
    needs in the market
  • Strategic inferences from how payers view product profile
  • Differentiation in light of product features and risk reduction
  • Competitor match ups, particularly net cost and clinical
  • Generic threat, if any
  • Prospect for step or PA requirements
  • Formulary implications from clinical value “Product X” represents
  • Likely pricing and contracting dynamics
  • Business conclusions that follow distinct scenarios
SCENARIO DEVELOPMENT AND EVALUATION
  • Constructs that adequately frame best, most likely, worst cases
  • Utilization/financial data tied to high, mid-point and low-end ranges
  • Developments expected to be very likely, somewhat likely, least likely
  • Market factors that signs point to being strongest, average, weakest
  • Important changes in key organizations that appear more likely,
    possible, less likely
  • Competitor responses that are expected, might occur, unlikely
  • Financial, formulary access and preference projections under best,
    most likely, worst scenarios
REIMBURSEMENT, PRICING AND CONTRACTING
  • Principles that define coverage
  • Internal economics of therapeutic class
  • Financial effect of being comparable vs differentiated
  • Financial effect of incremental vs compelling improvement
  • Cost burden for launching as second, third, fourth or later entrant
  • Cost impact if competing against a gold standard
  • Cost to secure even playing field; cost to displace; cost to
    avoid restrictions
  • Price with restrictions
  • Implications of challenging access vs market share agreements
  • Impact of outcomes data
  • Lessons from analogs
  • Attraction of risk contract and other contracting approaches
PRODUCT POSITIONING
  • Fit in treatment armamentarium
  • Implications if first line, second line, adjunctive
  • Clinical value of distinct product features and benefits
  • Contribution if novel or follow-on mechanism
  • Differentiation (clinical and cost) vis-à-vis competitors
  • Clinical significance of risk reduction
  • Relationship to community standards and formal guidelines
  • Core impression in mind of physicians, patients and payers
MESSAGE DEVELOPMENT AND TESTING
  • Message cascade
  • Product features with greatest/least benefit
  • Clinical properties that differentiate
  • Messages that stick
  • Messages that build the case
  • Messages that work against the brand
  • Physician messages incompatible with payers
  • From messaging to positioning
  • From clinical value to value proposition
PROGRAM ASSESSMENT
  • Measureable plus more qualitative objectives
  • Core metrics (i.e., outcomes, adherence, sales, ROI)
  • Contribution to:
    • Patients and physicians
    • Account relationship and reputation
    • Contract performance
    • Corporate mission
    • Brand strategy
  • Design and operational problems
  • Need for innovation
  • Opportunity for expansion
BEST PRACTICE IDENTIFICATION AND APPLICATION
  • Processes, program features and solutions:
    • With superior cost-benefit
    • Distinguished by being impactful, innovative or somehow special
  • Reasons that justify best practice designation
  • Problem or issue addressed
  • Method or approach
  • Implementation requirements
  • Metrics
  • Applicability, generalizability
TRACKING AND MONITORING
  • Core metrics tracked
  • Impact assessed
  • Issues or areas where additional progress is expected
  • Red flags or warning signals
  • Changing environmental factors
  • Competitor threats
  • Emerging patterns relating to future performance
  • Attitudes and observations of key stakeholders
 
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