Patient Adherence Program Planning

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Patient Adherence provides benchmarks, strategic recommendations and insights to help life science companies implement patient-centric initiatives to strengthen adherence. The report’s data were compiled from primary interviews and surveys with front-line marketing experts from more than 30 life science companies of all sizes and geographic locations. Armed with these data, teams will be prepared to overcome patient under-education, distrust and financial barriers.

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Report Details 

This report provides patient adherence strategies, industry trends, organizational structure, staffing, and budgets supporting patient compliance initiatives. Life science companies rely on patient adherence strategies to reach a broad range of healthcare consumers, increase revenue and improve patient health outcomes.

  • Number of Chapters: 4
  • Number of Graphics: 98 + 5 Team Profiles
  • Number of Pages: 176

Data have been split by company type:

  • Top 10
  • Top 50
  • Small
  • Other

Scope of responsibility:

  • Global/headquarters
  • Regional/affiliate
  • Other (therapeutic area, single brand, business unit, etc.)

Data have been split by team region:

  • US
  • EU & Can
  • Rest-of-World

Profile Highlights and Content:

  • Team and Brand Background
    • Company size and team region/market
    • Team age and scope of responsibility
    • Functional oversight
    • Brand therapeutic area, annual sales revenue and market
    • Percentage of annual revenue lost through patient non-adherence
    • Percentage of annual revenue retained through adherence efforts
  • Patient Adherence Staffing
    • In-house and outsourced FTEs contributed from dedicated patient adherence groups as well as multiple crossfunctional teams
    • Expected increase in in-house and outsourced FTEs for dedicated teams and total patient adherence staffing
  • Adherence Budget Allocation
    • Total brand adherence budget from 2014-2017, where available
    • Percentage of budget outsourced
    • Percentage of budget dedicated to specific initiative channels and expenses
      • Digital
      • Mobile
      • Print
      • Patient organizations
      • Patient access
      • Salaries and overhead

Top Reasons to Buy This Patient Adherence Program Planning Report

Anticipate increasing patient adherence program budgets for digital patient compliance activities: Companies fund various initiative types to develop a well-rounded patient adherence program strategy. Initiatives can span multiple direct-to-user channels, including digital, mobile and print media. This report discusses how some groups work with patient organizations to provide support and encourage compliance among end users. Additionally, some initiatives offer rebates or financial assistance so that patients can more easily fill their prescriptions.

Involve multiple internal functions in patient adherence program initiatives and planning: To implement patient adherence program activities, companies consider product labeling, reimbursement, side effects disclosures and other aspects relating to the patient experience. Involving input from several internal life science team functions brings knowledge and different perspectives to these initiatives. The study shows how to allocate resources to successfully conduct these activities.

Select patient adherence vendors based on experience levels, reputation and understanding of target populations: Life science companies that do not have the internal resources needed to develop and implement patient adherence initiatives turn to experienced vendors. Patient Adherence discusses qualifications, knowledge bases, therapeutic area knowledge and innovation levels that life science companies consider when outsourcing these objectives.

You may also be interested in CEIConnect: The Lifesciences Industry’s On-Demand Research Resource as well as our individual marketing research reports.

The following is an excerpt from Chapter 3, Section 1, Patient Adherence Initiative Goals.

Patient Adherence Strategies: Preferred Initiative Design

The channels that surveyed teams use to accomplish their adherence goals also vary. Life science teams may develop disease management and patient counseling programs. Patient adherence teams may also create online resources such as blogs, community discussions and monthly email newsletters. Still other teams may take advantage of newer technologies to encourage patients to remain adherent. As an example, companies like Vitality have created prescription bottles with chips in them that track refills and send automatic reminders to patients.9 To a lesser extent, life science teams may develop gamification structures to promote patient engagement levels.

Determining best-fit initiative channels often requires companies to involve multiple internal and external audiences. Together, industry groups can work to understand the needs of the individual patient groups they support and develop personalized adherence resources. As an example, different patient audiences may necessitate different engagement strategies. Some patients may be more responsive to a phone call reminder, while others may prefer that companies send an SMS reminder message instead. Email may also be a viable channel. However, electronic reminders may get lost in the countless other daily communications that patients receive. Alternatively, patients may not check their email frequently enough to benefit from consistent reminder messages.

To identify patient groups’ preferred communication channels, life science teams may need to undertake a mixture of market research and pilot programs. A Cognizant white paper highlighted one US-based pharmacy benefits manager (PBM)’s usage of a statistical, predictive model.10 This model helped the company to not only predict patient adherence rates, but also to select best-fit adherence options based on previously identified patient behaviors.

PATIENT ADHERENCE FACT SHEETS

Download the following fact sheets to see more of the data and metrics that this study has to offer:

Fact Sheet 1: Structure and Resources Supporting Patient Adherence Programs

These slides depict the functions involved in patient adherence activities, as well as budget change metrics from 2015 to 2017.

Table of Contents

8             Executive Summary

24           Structuring and Staffing Cross-Functional Patient Adherence Teams

25           Structure Cross-Functional Patient Adherence Teams

43           Cross-Functional Patient Adherence Staffing

63           Right-Size Patient Adherence Budget Allocation and Outsourcing to Drive Diverse Initiatives

64           Distributing Patient Adherence Budgets to Support a Wide Range of Initiatives

94           Leverage Third-Party Vendors to Support Patient Adherence Activities

103        Building and Supporting Patient Adherence Initiatives Throughout the Product Lifecycle

107        Patient Adherence Initiative Goals

142        Challenges and Trends

157        Patient Adherence Team Profiles

CHARTS AND GRAPHICS

8             Executive Summary

10           Figure E.1: Functions Involved in Patient Adherence Activities: All Companies

11           Figure E.2: Percentage of Companies Involving In-House FTEs from Multiple Functions on Their Patient Adherence Teams

13           Figure E.3: Average Percentage of Brand Adherence Budget Dedicated to Specific Initiative Channels, by Year

14           Figure E.4: Change in Average Budget Allocation for Specific Patient Adherence Activities from 2015 to 2017

15           Figure E.5: Desired Qualifications for Patient Adherence Vendors: All Companies

17           Figure E.6: Product Lifecycle Stage When Firms Begin Patient Organization Activities, by Company Size

18           Figure E.7: Average Rating of Operational Challenges Facing Patient Adherence Initiatives: All Companies

19           Figure E.8: Metrics Used to Measure Patient Adherence Initiative Performance: All Companies

24           Structuring and Staffing Cross-Functional Patient Adherence Teams

25           Structure Cross-Functional Patient Adherence Teams

26           Figure 1.1: Presence of Dedicated Patient Adherence Team: 2012 versus 2016

27           Figure 1.2: Percentage of Companies with Dedicated Patient Adherence Teams: All Companies

28           Figure 1.3: Presence of Dedicated Teams, by Team Geography

29           Figure 1.4: Patient Adherence Groups’ Scope of Responsibility, by Geography

30           Figure 1.5: Age of US Patient Adherence Teams

31           Figure 1.6: Age of Ex-US Patient Adherence Teams

32           Figure 1.7: Function Ultimately Responsible for Patient Adherence: All Companies

33           Figure 1.8: Function Ultimately Responsible for Patient Adherence, by Team Geographic Scope

34           Figure 1.9: Function Ultimately Responsible for Patient Adherence, by Company Size

34           Figure 1.10: Function Ultimately Responsible for Patient Adherence, by Geography

36           Figure 1.11: Functions Involved in Patient Adherence Activities: All Companies

38           Figure 1.12: Functions Involved in Patient Adherence, by Geographic Scope of Responsibility

40           Figure 1.13: Functions Involved in Patient Adherence, by Company Size

42           Figure 1.14: Functions Involved in Patient Adherence, by Team Geography

43           Cross-Functional Patient Adherence Staffing

44           Figure 1.15: Total Patient Adherence Staffing: Global Teams

45           Figure 1.16: Total Patient Adherence Staffing: Regional Teams

45           Figure 1.17: Total Patient Adherence Staffing: Other Teams

46           Figure 1.18: Total Patient Adherence Staffing, US Groups

47           Figure 1.19: Total Patient Adherence Staffing, Ex-US Groups

49           Figure 1.20: Percentage of In-House Patient Adherence FTEs Contributed by Specific Functions: Global Teams

49           Figure 1.21: Percentage of In-House Patient Adherence FTEs Contributed by Specific Functions: Regional Teams

50           Figure 1.22: Percentage of In-House Patient Adherence FTEs Contributed by Specific Functions: Other Teams

51           Figure 1.23: Percentage of Outsourced Patient Adherence FTEs Contributed by Specific Functions: Global Teams

52           Figure 1.24: Percentage of Outsourced Patient Adherence FTEs Contributed by Specific Functions: Regional Teams and Other Teams

53           Figure 1.25: Number of FTEs Contributing to Patient Adherence Activities: Dedicated Patient Adherence Teams

54           Figure 1.26: Number of FTEs Contributing to Patient Adherence Activities: Brand Teams

55           Figure 1.27: Number of FTEs Contributing to Patient Adherence Activities: Medical Affairs Teams

56           Figure 1.28: Number of FTEs Contributing to Patient Adherence Activities: Market Research Teams

57           Figure 1.29: Number of FTEs Contributing to Patient Adherence Activities: Regulatory Affairs Teams

58           Figure 1.30: Number of FTEs Contributing to Patient Adherence Activities: Patient Communications Teams

59           Figure 1.31: Number of FTEs Contributing to Patient Adherence Activities: Market Access Teams

60           Figure 1.32: Number of FTEs Contributing to Patient Adherence Activities: Sales Teams

62           Figure 1.33: Expected Changes in Total Patient Adherence Staffing, by Scope of Responsibility

62           Figure 1.34: Percentage Change in Total In-House and Outsourced Patient Adherence FTEs, by Scope of Responsibility

63           Right-size Patient Adherence Budget Allocation and Outsourcing to Drive Diverse Initiatives

64           Distributing Patient Adherence Budgets to Support a Wide Range of Initiatives

65           Figure 2.1: Single Brand Budgets for Global Patient Adherence Teams, by Company and Year

66           Figure 2.2: Single Brand Budgets for Regional Patient Adherence Teams, by Company and Year

67           Figure 2.3: Single Brand Budgets for Other Patient Adherence Teams, by Company

69           Figure 2.4: Percentage of Patient Adherence Budget Dedicated to Specific Activities: 2015

70           Figure 2.5: Percentage of Patient Adherence Budget Dedicated to Specific Activities: 2016

71           Figure 2.6: Percentage of Patient Adherence Budget Dedicated to Specific Activities: 2017

73           Figure 2.7: Change in Average Budget Allocation for Specific Patient Adherence Activities from 2015 to 2017

76           Figure 2.8: Percentage of Digital Adherence Budget Dedicated to Specific Activities: 2015

77           Figure 2.9: Percentage of Digital Adherence Budget Dedicated to Specific Activities: 2016

78           Figure 2.10: Percentage of Digital Adherence Budget Dedicated to Specific Activities: 2017

80           Figure 2.11: Percentage of Mobile Adherence Budget Dedicated to Specific Activities: 2015

81           Figure 2.12: Percentage of Mobile Adherence Budget Dedicated to Specific Activities: 2016

82           Figure 2.13: Percentage of Mobile Adherence Budget Dedicated to Specific Activities: 2017

84           Figure 2.14: Percentage of Print Adherence Budget Dedicated to Specific Activities: 2015

86           Figure 2.15: Percentage of Print Adherence Budget Dedicated to Specific Activities: 2016

87           Figure 2.16: Percentage of Print Adherence Budget Dedicated to Specific Activities: 2017

89           Figure 2.17: Percentage of Patient Advocacy Budget Dedicated to Specific Activities: 2015

89           Figure 2.18: Percentage of Patient Advocacy Budget Dedicated to Specific Activities: 2016

90           Figure 2.19: Percentage of Patient Advocacy Budget Dedicated to Specific Activities: 2017

92           Figure 2.20: Percentage of Patient Access Budget Dedicated to Specific Activities: 2015

92           Figure 2.21: Percentage of Patient Access Budget Dedicated to Specific Activities: 2016

93           Figure 2.22: Percentage of Patient Access Budget Dedicated to Specific Activities: 2017

94           Figure 2.23: Percentage of Companies Outsourcing Some Components of Patient Adherence

94           Leverage Third-Party Vendors to Support Patient Adherence Activities

96           Figure 2.24: Percentage of Patient Adherence Budget Outsourced: Global Teams

97           Figure 2.25: Percentage of Patient Adherence Budget Outsourced: Regional Teams and Other Groups

99           Figure 2.26: Percentage of Companies That Outsource Initiative Planning for Specific Activities

100         Figure 2.27: Percentage of Companies That Outsource Initiative Execution for Specific Activities

102         Figure 2.28: Desired Qualifications for Patient Adherence Vendors: All Companies

103        Building and Supporting Patient Adherence Initiatives Throughout the Product Lifecycle

107        Patient Adherence Initiative Goals

108         Figure 3.1: Percentage of Patient-Centric Initiatives Dedicated to Specific Objectives

111         Figure 3.2: Percentage of Companies Using Specific Patient Adherence Strategies, by Team Geography

112         Figure 3.3: Percentage of Companies Using Specific Patient Adherence Strategies, by Company Size

114        Figure 3.4: Product Lifecycle Stage When Firms Begin Patient Adherence Activities, by Company Size

114        Figure 3.5: Product Lifecycle Stage When Firms Begin Patient Adherence Activities, by Team Scope of Responsibility

115        Figure 3.6: Product Lifecycle Stage When Firms Begin Patient Adherence Activities, by Team Geography

117        Figure 3.7: Product Lifecycle Stage When Firms Begin Digital Patient Adherence Activities, by Company Size

118        Figure 3.8: Product Lifecycle Stage When Firms Begin Digital Patient Adherence Activities, by Team Scope of Responsibility

119        Figure 3.9: Product Lifecycle Stage When Firms Begin Digital Patient Adherence Activities, by Team Geography

122        Figure 3.10: Product Lifecycle Stage When Firms Begin Mobile Patient Adherence Activities, by Company Size

123        Figure 3.11: Product Lifecycle Stage When Firms Begin Mobile Patient Adherence Activities, by Team Scope of Responsibility

124        Figure 3.12: Product Lifecycle Stage When Firms Begin Mobile Patient Adherence Activities, by Team Geography

126        Figure 3.13: Product Lifecycle Stage When Firms Begin Print-Based Patient Adherence Activities, by Company Size

127        Figure 3.14: Product Lifecycle Stage When Firms Begin Print Patient Adherence Activities, by Team Scope of Responsibility

128        Figure 3.15: Product Lifecycle Stage When Firms Begin Print Patient Adherence Activities, by Team Geography

130        Figure 3.16: Product Lifecycle Stage When Firms Begin Patient Organization Activities, by Company Size

131        Figure 3.17: Product Lifecycle Stage When Firms Begin Patient Organization Activities, by Team Scope of Responsibility

132        Figure 3.18: Product Lifecycle Stage When Firms Begin Patient Organization Activities, by Team Geography

134        Figure 3.19: Product Lifecycle Stage When Firms Begin Patient Access Activities, by Company Size

135        Figure 3.20: Product Lifecycle Stage When Firms Begin Patient Access Activities, by Team Scope of Responsibility

136        Figure 3.21: Product Lifecycle Stage When Firms Begin Patient Access Activities, by Team Geography

138        Figure 3.22: Percentage of Annual Sales Preserved by Patient Adherence Initiatives, by Company

138        Figure 3.23: Percentage of Annual Revenue Lost Through Patient Non-Adherence, by Company

140        Figure 3.24: Metrics Used to Measure Patient Adherence Initiative Performance: All Companies

142        Challenges and Trends

144        Figure 3.25: Average Rating of Marketing Challenges Facing Patient Adherence Initiatives: All Companies

146        Figure 3.26: Average Rating of Marketing Challenges Facing Patient Adherence Initiatives, by Team Scope of Responsibility

148        Figure 3.27: Average Rating of Marketing Challenges Facing Patient Adherence Initiatives, by Team Geography

150        Figure 3.28: Average Rating of Operational Challenges Facing Patient Adherence Initiatives: All Companies

152        Figure 3.29: Average Rating of Operational Challenges Facing Patient Adherence Initiatives, by Team Scope of Responsibility

154        Figure 3.30: Average Rating of Operational Challenges Facing Patient Adherence Initiatives, by Team Geography

156        Figure 3.31: Anticipated Trends in Patient Adherence Initiatives and the Life Sciences Industry

157        Patient Adherence Team Profiles

159        Figure 4.1: Company 7: Team and Brand Background

160         Figure 4.2: Company 7: Patient Adherence Staffing

161        Figure 4.3: Company 7: Adherence Budget Allocation

162        Figure 4.4: Company 8: Team and Brand Background

163         Figure 4.5: Company 8: Patient Adherence Staffing

164        Figure 4.6: Company 8: Adherence Budget Allocation

165        Figure 4.7: Company 19: Team and Brand Background

166         Figure 4.8: Company 19: Patient Adherence Staffing

167        Figure 4.9: Company 19: Adherence Budget Allocation

168        Figure 4.10: Company 20: Team and Brand Background

169         Figure 4.11: Company 20: Patient Adherence Staffing

170        Figure 4.12: Company 20: Adherence Budget Allocation

171        Figure 4.13: Company 22: Team and Brand Background

172         Figure 4.14: Company 22: Patient Adherence Staffing

173        Figure 4.15: Company 22: Adherence Budget Allocation