1、Pharma 2020: Marketing the future Which path will you take? Pharmaceuticals and Life Sciences Table of contents Previous publications in this series include: Pharma 2020: The vision # Pharma 2020: The vision Which path will you take?* Pharmaceuticals *connectedthinking Pharma 2020: Virtual R and by
2、operating in a more connected world the industry, in collaboration with researchers, governments, healthcare payers and providers, can address the changing needs of society more effectively. Published in June 2007 this paper highlights a number of issues that will have a major bearing on the industr
3、y over the next 11 years. The publication outlines the changes we believe will best help pharmaceutical companies realise the potential the future holds to enhance the value they provide to shareholders and society alike. “Pharma 2020: Marketing the future” is the third in this series of papers on t
4、he future of the pharmaceutical industry published by PricewaterhouseCoopers. It discusses the key forces reshaping the pharmaceutical marketplace, including the growing power of healthcare payers, providers and patients, and the changes required to create a marketing and sales model that is fit for
5、 the 21st century. These changes will enable the industry to market and sell its products more cost-effectively, to create new opportunities and to generate greater customer loyalty across the healthcare spectrum. Pharma 2020: Marketing the future Table of contents Introduction 2 What will the healt
6、hcare landscape look like in 2020? 4 Recognising the interdependence of the pharmaceutical and healthcare value chains 8 Investing in the development of medicines the market wants to buy 10 Forming a web of alliances to offer supporting services 12 Developing a plan for marketing and selling special
7、ist therapies 13 Creating a culture that is suitable for marketing specialist healthcare packages 15 Managing multi-country launches and live licensing 18 Adopting a much more flexible approach to pricing 18 Creating a marketing and sales function that is fit for the future 19 Conclusion 22 2 Pricew
8、aterhouseCoopers Seven major trends reshaping the pharmaceutical marketplace The pharmaceutical marketplace is changing dramatically, with huge implications for the industry as a whole. We have identified seven major socio-economic trends. The burden of chronic disease is soaring. The prevalence of
9、chronic diseases like diabetes is growing everywhere. As greater longevity forces many countries to lift the retirement age, more people will still be working at the point at which these diseases start. The social and economic value of treatments for chronic diseases will rise accordingly, but Pharm
10、a will have to reduce its prices and rely on volume sales of such products because many countries will otherwise be unable to afford them. Healthcare policy-makers and payers are increasingly mandating or influencing what doctors can prescribe. As treatment protocols replace individual prescribing d
11、ecisions, Pharmas target audience is also becoming more consolidated and more powerful, with profound implications for its sales and marketing model. The industry will have to work much harder for its dollars, collaborate with healthcare payers and providers, and improve patient compliance. Pay-for-
12、performance is on the rise. A growing number of healthcare payers are measuring the pharmacoeconomic performance of different medicines. Widespread adoption of electronic medical records will give them the outcomes data they need to determine best medical practice, discontinue products that are more
13、 expensive or less effective than comparable therapies and pay for treatments based on the outcomes they deliver. So Pharma will have to prove that its medicines really work, provide value for money and are better than alternative forms of intervention. The boundaries between different forms of heal
14、thcare are blurring. The primary-care sector is expanding as clinical advances render previously fatal diseases chronic. The self-medication sector is also increasing as more prescription products are switched to over-the-counter status. The needs of patients are changing accordingly. Where treatmen
15、t is migrating from the doctor to ancillary care or self-care, patients will require more comprehensive information. Where treatment is migrating from the hospital to the primary-care sector, patients will require new services such as home delivery. The markets of the developing world, where demand
16、for medicines is likely to grow most rapidly over the next 13 years, are highly varied. Developing countries have very different clinical and economic characteristics, healthcare systems and attitudes towards the protection of intellectual property. Any company that wants to serve these markets succ
17、essfully will therefore have to devise strategies that are tailored to their individual needs. Many governments are beginning to focus on prevention rather than treatment, although they are not yet investing very much in pre-emptive measures. This change of emphasis will enable Pharma to enter the r
18、ealm of health management. But if it is to do so, it will have to rebuild its image, since healthcare professionals and patients will not trust the industry to provide such services unless they are sure it has their best interests at heart. The regulators are becoming more risk-averse. The leading n
19、ational and multinational agencies have become much more cautious about approving truly innovative medicines, in the wake of problems with medicines like Vioxx. Introduction The social, demographic and economic context in which the pharmaceutical industry (Pharma) operates is changing dramatically,
20、as we noted in “Pharma 2020: The vision”, the White Paper PricewaterhouseCoopers* published in June 2007 (see sidebar, Seven major trends reshaping the pharmaceutical marketplace).1 All these challenges have major ramifications for the way in which Pharma markets and sells the medicines it develops
21、the subject on which we shall focus here. The industry has traditionally relied on aggressive marketing to promote its products. One recent study estimates that, between 1996 and 2005, total real spending on pharmaceutical promotions rose from US$11.4 billion to US$29.9 billion in the US (the only c
22、ountry for which expenditure on all major marketing and sales activities is available).2 Another study suggests that the true figure (including meetings and e-promotions) is closer to US$57.5 billion in real terms.3 *PricewaterhouseCoopers refers to the network of member firms of PricewaterhouseCoop
23、ers International Limited, each of which is a separate and independent legal entity. Pharma 2020: Marketing the future 3 Much of this increase in spending has gone on the expansion of the sales force. However, many of the industrys biggest markets are now saturated with sales representatives, and it
24、s selling techniques are becoming increasingly ineffective (see sidebar, Too many cooks spoil the broth).4 Hence the fact that returns on detailing (sales visits to doctors) have begun to decline in the developed world. Between 2004 and 2005, there was a 23% drop in dollar growth per detail in the U
25、S, although detailing still accounts for more than half the market share new brands win during their first year of life. The picture is rather more varied in Western Europe, but detailing plays a much smaller role in stimulating sales in these countries.5 Conversely, detailing is still very importan
26、t in many developing nations. In China, for example, nearly three-quarters of the information doctors receive about new medicines comes from meetings with sales representatives and conferences.6 But here, too, resistance to “irresponsible” marketing practices is growing,7 and, in May 2007, the membe
27、r governments of the World Health Organisation passed a resolution to enact or enforce legislation banning the “inaccurate, misleading or unethical promotion of medicines”.8 Direct-to-consumer (DTC) advertising the other big weapon in Pharmas marketing artillery has also failed to deliver all that t
28、he industry expected. Only two countries the US and New Zealand currently allow companies to market their medicines directly to consumers, although the European Commission is considering a proposal to lift the ban on direct communications that provide “objective.non- promotional” information.9 And P
29、harmas spending on DTC advertising only accounts for about US$5 billion, which is just 14% of its total marketing budget.10 However, the jury is still out on just what this expenditure provides. In the early days, the returns appeared to be substantial. Between 1999 and 2000, sales of the 50 product
30、s that were most heavily advertised in the US soared by 32%, compared with an average increase of 13.6%.11 But more recent research suggests that DTC advertising has little, if any, long- term impact on demand. In one study published in the British Medical Journal, the researchers compared the uptak
31、e of three medicines in two populations English-speaking Canadians exposed to US advertising and French-speaking Canadians, who primarily watch French- language media over a five-year period. They found that DTC advertising had no effect on sales of two of the three products and that, although sales
32、 of the third spiked by more than 40% when the campaign began, the spike was quite brief.12 Much of the industrys expenditure on DTC advertising may have been pointless, but the damage to its reputation is arguably a more serious problem. In January 2008, the US House of Representatives Committee on
33、 Energy and Commerce initiated an investigation into the misleading and deceptive advertising of medicines, after several particularly flagrant abuses of the rules.13 Too many cooks spoil the broth Between 1996 and 2005, the number of US sales representatives nearly doubled to 100,000, although the
34、number of practising physicians rose by just 26%. The market is getting very crowded in other countries, too. In a recent poll of British general practitioners, respondents reported receiving an average of four visits a month and five promotional mailings a week. Similarly, one Malaysian doctor part
35、icipating in a study of promotional practices in emerging countries was approached by 16 multinationals and nine local generics companies within a five- week time span. The battle for market share has triggered considerable alarm. Some 20% of US and British doctors now refuse to see any sales repres
36、entatives. The regulations governing the behaviour of sales representatives are also getting tougher. Various US states have passed laws requiring pharmaceutical companies to report all gifts or payments to healthcare professionals exceeding $25, while Australia has banned pharmaceutical companies f
37、rom providing doctors with personal gifts, entertainment or lavish hospitality. Several industry trade groups have likewise introduced new codes of practice and they are actively enforcing the rules. The Prescription Medicines Code of Practice Authority (PMCPA), which administers the code of practic
38、e laid down by the Association of the British Pharmaceutical Industry, is one such instance. The PMCPA “names and shames” the most serious offenders, by reprimanding them publicly and publicising the violations they have committed in advertisements in the medical and pharmaceutical press. Table of c
39、ontents 4 PricewaterhouseCoopers In short, aggressive marketing whether it be to doctors or patients is becoming increasingly ineffective as a means of stimulating demand for new therapies and overcoming reluctance to pay premium prices for products that are deemed to offer only minor clinical impro
40、vements. Industry critics are also becoming increasingly vociferous in their complaints that it is wasteful or even unethical. Big Pharma has responded with various cost-cutting measures. Pfizer set the pace in late 2006, when it said that it would cut 20% of its US sales force.14 Other companies ra
41、pidly followed suit and, by October 2008, the industry leaders had announced plans to shed another 53,300 jobs, many of them in marketing and sales (see Table 1).15 They are now turning their attention to developing countries like India, where 10 multinationals are reported to be trimming the number
42、 of sales representatives they employ.16 However, both industry executives and commentators recognise that the failings of the current marketing and sales model cannot be addressed simply by reducing the size of the sales force; the problems go very much deeper. We believe that they stem from three
43、incorrect assumptions, namely that: Pharma alone determines the value of its products Products alone create value; and The buying and selling of medicines is based solely on technical data like safety and efficacy, as distinct from subjective criteria like quality of life. We shall discuss the chang
44、es that have invalidated these assumptions in more detail in the next chapter. What will the healthcare landscape look like in 2020? For many years, pharmaceutical companies decided what their products were worth, and priced them accordingly. But healthcare policy-makers, payers and patient groups a
45、re now playing an increasingly important role in the valuation process and this trend will accelerate, as healthcare expenditure everywhere continues to soar. The aging of the population, together with dietary changes and more sedentary lifestyles, is driving up the disease burden in both developed
46、and developing countries.17 Peoples expectations are also rising as new therapies for treating serious illnesses like cancer reach the market. The global healthcare bill has risen commensurately; between 2000 and 2006, expenditure on healthcare as a percentage of gross domestic product (GDP) climbed
47、 in every country in the OECD.18 Company Announced Job Cuts Pfizer10,000 AstraZeneca7,600 Merck 39% of those that failed to comply with the formulary requirements were changed when the doctor was electronically notified that the product concerned was off plan.21 E-prescribing has enormous commercial
48、 implications for Pharma. Most of the activities it performs to market its medicines to doctors take place before the prescribing decision is made and e-prescribing could mitigate that influence, unless the industry can collaborate with healthcare payers to shape the information doctors receive. How
49、ever, healthcare payers will want hard proof that a product really is safer, more effective or more economical than its rivals, and they will have many more resources to investigate such claims than any individual doctor or practice. With greater use of pharmaco- economics, strict formularies and e-prescribing, healthcare policy-makers and payers are increasingly assessing the relative value of different medicines. Patients are playing a bigger part in the process, too. Indeed, they are even helping to decide which products should reach, or
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