Patient-Centricity 2.0 (PH222)

Communication Strategies to Boost Patient Engagement
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Published 2016
134 Pages
500+ Metrics
200+ Charts and Diagrams

Patient-Centricity: Build Consumer Engagement to Support Products

In modern healthcare's customer-driven environment, a patient-centric approach requires life science companies to look “beyond the pill” and to expand their view of consumer engagement.  This approach means different things to different organizations, but it takes into account factors such as quality of life, patient support, adherence and myriad other concerns that ultimately involve end users.

This report highlights best practices and benchmarks for patient-centricity.  It will help your organization implement patient-centric initiatives, determine solutions that reach end users directly, adhere to regulatory agencies’ demands for patient-reported outcomes (PROs), and more. The report’s data were compiled from global and country-level teams at Top 20, Top 50, Top 20 Affiliate, small pharma and biotech companies, as well as medical device companies.

This report's data and insights center on these five critical recommendations:

  • Determine audience, objective and ROI to build the framework for a patient-centric initiative.
  • Anticipate the growth of dedicated patient-centric teams.
  • Incorporate multiple internal stakeholders in defining corporate or team patient-centric attitudes.
  • Allocate broad range of responsibilities to a dedicated group.
  • Maximize ROI on patient-centric activities through in-person initiatives.


Key Questions That This Study Answers About Patient-Centricity 

  1. What five key questions should your teams be able to answer as they build a framework for their patient-centric initiatives?
  2. How do organizations define patient-centricity?
  3. Which functions should be involved in setting patient-centric goals?  How can these goals be best communicated throughout your company?
  4. What are the benefits of establishing a team dedicated to patient-centric programs?  What responsibilities would fall under its purview?
  5. What types of patient-centric initiatives have other companies used successfully? How were these programs developed and executed?
  6. How can your company distribute patient-centric activities and responsibilities among your internal groups?
  7. How much support and time — in terms of staffing, costs and duration — might my team’s patient-centric initiative require?
  8. How can my team measure and maximize return-on-investment on patient-centric initiatives?  Which ROI tactics are most effective?


Top Reasons to Read Patient-Centricity 2.0

Gain awareness of and improve strategy and planning for patient-centric initiatives: Improving strategy and planning is essential to maximizing patient-centric initiatives’ impact.  Proper planning enables teams to deliver the information or service that patients need most, determine the most effective way to solve this need, and discover the best way to communicate the solution to patients.  This study includes detailed best practices and strategies for balancing patient needs with internal commercial priorities.  It also includes methods companies use to identify and communicate patient-centric initiatives.

Determine best-fit structures for disseminating patient-centric messages:  Teams weigh several factors when deciding the best path for distributing patient-centric messages.  Online platforms are being used as a primary point of communication, but the online sphere features many approaches that teams can use.  This study explores online channels used to engage with patients, as well as the percentage of companies using those platforms.

Benchmark patient-centric initiative costs, staffing and duration to plot successful initiatives and ensure adequate support: Every patient-centric initiative will be slightly different in operations, strategy and resources.  Companies need to consider these details before they can successfully implement a program.  The data in this study provide initiative details, company backgrounds, initiative spending and other resource metrics to help pharmaceutical and medical device teams implement and plan their patient-centric tactics.


Patient Communication Programs Metrics

Chapter 1: Emerging Patient-Centric Ideals and Dedicated Teams

Major Takeaways

  • Look to multiple internal stakeholders—especially brand teams, regulatory affairs and legal groups, and medical affairs—to define patient-centric goals within the organization.
  • Implement a top-down mandate to communicate patient-centric goals throughout the organization.
  • Patient-centric teams are growing within the life science industry as a whole.
  • 38% of surveyed companies have patient-centric teams; 6% anticipate developing one in the near future.
  • Companies must overcome limited resources and hard-to-define ROI/success metrics.

Chapter Data

  • Infographic comparing traditional and new commercial models: collecting the patient voice to influence new pharmaceutical brand marketing tactics
  • Organizational approach to patient-centricity (bottom-up,teamwide, top-down or no official mandate), broken down by the following:
    • Geography:
      • Global
      • EU/Canada/Australia
      • US
      • Asia-Pacific
      • Latin America
      • Middle East/Africa
    • Company size
      • Top 10
      • Top 50
      • Small/Device
  • Effectiveness rankings of communicating and implementing patient-centric ideals, broken down bythe following:
    • Geography
      • EU, Canada and Australia
      • US
      • Asia-Pacific
      • Latin America
      • Middle East/Africa
    • Company size
      • Top 10
      • Top 50
      • Small/Device
  • Functions involved in developing patient-centric attitudes, broken down by the following:
    • Global teams
    • US teams
    • EU, Canada and Australia
    • Rest-of-world
    • Company size
  • Presence of dedicated patient-centric teams, by geography:
    • US
    • EU/Canada/Australia
    • All teams
  • Age of dedicated patient-centric teams
  • Structural organization of patient-centric teams (global, affiliate-level and therapeutic area)
  • Executive level directly responsible for patient-centric teams
  • Patient-centric team staffing, by individual company, for 2014, 2015 and 2016
  • Percentage of staffing increase for patient-centric change, by company
  • Challenges facing patient-centricity
  • Emerging trends in patient-centricity


Chapter 2: Patient-Centric Program Distribution and Responsibilities

Major Takeaways

  • Consider functional capabilities and internal positioning to determine teams’ scope of responsibility in patient-centric activities.
  • Balance unmet patient needs and customer expectations with internal commercial priorities.
  • Determine impact of patient-centric activities via program-appropriate benchmarks.

Chapter Data

  • Scope of responsibility for patient-centric activities, broken down by:
    • Geography (all teams, US, EU/Canada/Australia) and company type (Top 10, Top 50, small/device, consultants/CROs/others) for these specific functional groups:
      • Dedicated patient-centric groups
      • Marketing umbrella
      • Brand team
      • New product planning
      • Market access
      • Legal/regulatory affairs
      • Medical affairs
      • Clinical development/R&D
      • Third-party vendors or CROsdedicated patient-centric groups
  • Patient-centric initiatives used, by geography and by company type (same geography and company type data splits as listed above)
  • Distribution channels used for specific patient-centric initiative types (e.g., Android andiOs mobile apps, websites, face-to-face support)
    • Rewards programs
    • Product information
    • Financial assistance
    • Measurement and tracking
    • Remote or digital patient support forums
    • Physician referrals
    • Lifestyle coaching
  • Reported ROI for general patient-centric initiatives, by geography (all teams, US, EU/Canada/Australia)
  • ROI measurements used in specific patient-centric initiatives (e.g., patient feedback, sales or market increase, awareness, goal completion)
  • Level of ROI for specific patient-centric distribution channels
  • Presence of dedicated patient-centric or innovation funding (i.e., team or overall organization has funding for patient-centric initiatives, or there is no funding)
  • Criteria for distributing patient-centric or innovation funding


Chapter 3: Profiling Patient-Centric Initiatives 

Major Takeaways

  • Compare cost, duration and staffing data across a wide range of patient-centric initiatives to improve strategic planning.
  • Examine patterns in resources and support for these initiatives to gauge what works — and what doesn’t — for these programs.
  • Explore a variety of patient-centric initiatives to deepen understanding of how patient-centric approaches can extend beyond the product to improve quality of life.

Aggregated Patient-Centric Initiative Data

  • Percentage of branded versus unbranded patient-centric initiatives: all initiatives
  • Annual revenue of brands supported by patient-centric initiatives
  • Percentage of patient-centric initiatives dedicated to specific objectives (e.g., product information, physician referrals, financial assistance, lifestyle coaching)
    • Percentage of patient-centric initiatives using specific channels (e.g., Android oriOs mobile application, website, social media campaign)
    • Start time for patient-centric initiatives
    • Duration of patient-centric initiatives
    • Functions involved with patient-centric initiatives
    • Expected return on investment for patient-centric initiatives (little to no ROI, average ROI, high ROI, or ROI not measured)
    • Number of FTEs dedicated to patient-centric initiatives, by company
    • Duration of patient-centric planning and support, by company
    • Cost of supporting patient-centric initiative planning and support, by company

Patient-Centric Initiative Profiles

A series of infographics profiling nine (9) individual patient-centric initiatives.  Divided into four pages, each profile contains the following information:

  • Initiative background
    • Company size, team region
    • Therapeutic area, target audience, market
    • Type of initiative, initiative launch year
  • Initiative details
    • Type of platforms used
    • Product lifecycle during development
  • Initiative resources
    • Staffing, budget, duration of support
    • Pre-initiative launch and post-launch
    • Functional involvement
  • Initiative success
    • Team’s perception of success
    • ROI (high, average, low)
    • Most success and least successful aspects of the program


Patient Communication Programs Report Sample

The following excerpt is from Chapter 3: Profiling Patient-Centric Initiatives.

Patient-centric initiatives can start almost any time after a product is approaching launch.  Early initiatives — like those that take place a year or two prior to launch — can help new patients acclimate to the product (especially for first-in-class products).  Moreover, physicians and payers may look more favorably on new products if the company promises patient support.

That being said, initiatives that begin late in a product’s lifecycle are also crucial.  New initiatives may help sway patients to the company’s product as competitors enter the market.  Alternatively, they may help long-term product users remain motivated and maintain product adherence.

Eighteen percent of surveyed teams’ initiatives began a year before the related product launched, and another 36% began during the product’s launch year (Figure 3.5, not shown).  While launch may be the most popular time to start an initiative, 27% of surveyed teams’ initiatives did not begin until the product had been on market for at least two years.  More specifically, one initiative began during the product’s 4th year on market, and another did not begin until the product’s 10th year on market.

Surveyed teams also indicated the expected duration of their initiatives (Figure 3.6, not shown).  Only 3% of surveyed teams’ initiatives lasted less than a year.  Short-term campaigns like these may need to have very targeted and achievable end goals because most initiatives would require more time to reach all of their audience and make an impact.  Instead, 41% last 1–2 years.  This duration is long enough to build trust with patients and help them develop habits.  Yet it is not long enough that the company would have to implement processes and/or staff to establish long-term maintenance.


Patient Communication Programs Report Sample

The following excerpt is taken from Chapter 1, "Patient Communication Resource Allocation and ROI."

A patient program specialist emphasizes that measurements should not only be utilized to guarantee funding. Much value lies in their ability to enable brand teams to recognize which pieces of their programs provide the most value to their individual brands. This internal check helps teams answer the following questions:

  • Which patient communication technique increases prescription growth the most?
  • Which patient communication technique provides the greatest growth per FTE hour?
  • What activities increase patients'/physicians'/pharmacists'/caregivers' trust?
  • What activities seem to antagonize patients/physicians/pharmacists/caregivers?


With this information, brand teams will know which of their activities work and which need adjusting or discontinuing for maximum impact. For brand teams facing limited funding and staffing, understanding exactly which pieces of programming are the most effective will enable the team to utilize its resources in the most productive combination of communications and drive brand growth.