Payers and governments are striving toward cost-effective treatment outcomes and more efficient care, and waves of new digital health technologies are offering patients unprecedented opportunities to be more engaged in their own health management.
Payers and governments are striving toward cost-effective treatment outcomes and more efficient care, and waves of new digital health technologies are offering patients unprecedented opportunities to be more engaged in their own health management. Competition, both generic and innovator, is fierce in many chronic disease areas, and is intensified by continued pricing pressure. All of these forces are compelling pharmaceutical firms to not only deliver pills and injections, but to also consider offering services and solutions that support the appropriate use of such medicines.
These services go beyond the traditional adherence programs of the last couple of decades. They increasingly involve technologies and tools designed to influence lifestyle choices and gather physician-relevant data and real-world evidence that may direct future R&D. Many are built around partnerships with consumer-facing technology firms, governments, and payers to map out treatment gaps and improve patient access. Significantly, not all such tie-ups are directly linked to a particular brand or product.
These partnerships are mostly still experimental. They have the potential to redefine pharma’s role in the healthcare system, although what that role should be is unclear. There are regulatory, cultural, and business hurdles to engaging more proactively with consumers, healthcare providers, and payers, yet failing to do so will allow newer, non-pharma players to seize more of the patient-centric healthcare pie, leaving pharma with less control over their products’ outcomes, ultimately presenting even more of a challenge.
5 EXECUTIVE SUMMARY
5 Outcomes focus drives pharma to look at wrap-around services
5 Pharma companies are exploring a range of beyond-the-pill solutions
5 Product-to-services transition demands strategic and cultural change
6 WHY PHARMA IS LOOKING AT WRAP-AROUND SERVICES
6 A range of forces is compelling pharma to look at beyond-the-pill services and solutions
8 Beyond-the-pill programs remain experimental
13 PHARMA IS TRIALING VARIOUS BEYOND-THE-PILL MODELS
13 Focus is on chronic diseases, often with partners
14 Selected beyond-the-pill programs illustrate the range of approaches and partnerships
22 BEYOND-THE-PILL CASE STUDIES ILLUSTRATE CHALLENGES AND OPPORTUNITIES
22 AstraZeneca – Me&MyCOPD
24 Novartis – Living Like You & SymTrac online MS community
27 Novartis – Mobile Eye Unit Partnership with NHS
28 Novo Nordisk – Cities Changing Diabetes
30 Johnson & Johnson – Care4Today NHS Partnership
33 Sanofi/Medtronic – Drug-device combos and services
35 Merck & Co – Vree Health subsidiary
41 SHIFT TO SERVICES DEMANDS STRATEGIC AND CULTURAL CHANGES
41 Pharma needs to use beyond-the-pill solutions only when necessary as commercial returns
42 Corporate culture must change
43 Multidisciplinary and cross-company collaboration
46 About the author
LIST OF FIGURES
6 Figure 1: Drivers and resistors to beyond-the-pill services and solutions
41 Figure 2: Beyond-the-pill services are only suitable for certain diseases, products, and
42 Figure 3: A different range of capabilities is required for a successful transition to the
beyond- the-pill service model
LIST OF TABLES
14 Table 1: Selected beyond-the-pill services and partnerships
22 Table 2: Me&MyCOPD key facts and takeaways
25 Table 3: Living Like You and SymTrac key facts and takeaways
27 Table 4: Mobile Eye Unit partnership key facts and takeaways
28 Table 5: Cities Changing Diabetes key facts and takeaways
30 Table 6: Care4Today NHS partnership key facts and takeaways
33 Table 7: Sanofi/Medtronic diabetes partnership key facts and takeaways
35 Table 8: Vree Health key facts and takeaways
Figure 1: Drivers and resistors to beyond-the-pill services and solutions.
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